“Only a life lived for others is a life worthwhile” Albert Einstein
Organizational energy is grounded in a solid commitment to an organization, its mission, and its values.
- E = Your organizations energy;
- m = Mass – the people within your organization;
- c = the conductors that transmit energy;
- ² = your leadership energy and the multiplier effect it has on your organization.
- Synchronization – Everyone working toward a common goal.
- Speed – Resolve conflicts quickly and bring swift, decisive action.
- Communication – Connect team members to goals and ensure everyone understands their roles in accomplishing the mission.
- Customer Passion – Connect with customers
- Integrity – Relationships based on honesty, respect and trust.
How to achieve Critical Mass
- Establish dedication to the organization’s mission;
- Build a commitment to shared values;
- Create leadership critical mass.
Dedication to the Mission
The key to having your team dedicated to the mission is simplification. Simplify everything so that everyone understands exactly what you are trying to accomplish.
Management has to convince every employee it is in his or her best interests to participate.
- First present the mission.goals.
- Next share stories that project a positive future, what is in it for the workers if the mission is accomplished.
People support what they help create, involve your team a much as possible.
Commitment to Shared Values
The purpose of your organization is defined by the values promoted and communicated throughout the organization. Anything opposed to these values needs to be eliminated.
Leadership Critical Mass
Leaders throughout the organization should buy into and support all organizational initiatives. When employees see that everyone in their line of leadership is on the same page they are motivated to get on board also.
People need to feel proud to work for the company. Pride is an incredibly powerful force to encourage loyalty but it has to be fed.
A big part of this is making it clear that everyone’s job counts.
- An inspiring corporate mission statement.
- A clean and attractive work environment.
- Up-to-date, user friendly technology.
- Education opportunities.
Also when good things happen, tell everybody!
Have lots of celebrations for example: employee anniversary parties, someone getting married, birthdays etc. Always try and get everyone clapping when you have celebrations, standing clapping is even better.
In Hug Your People
Jack Mitchell states “You cannot possibly deliver great service if you don’t treat your own associates right.” And then he sets out how you as a leader can go about doing this by building a niceness culture.
Some simple but sometimes neglected or forgotten things he mentions are:
- Everyone wants to be appreciated!
- People are our most important asset.
- SMILE at your people often!
- Treat your people like family.
He then gives us his 5 principles to have happy people:
Be NICE to them, TRUST them, instill PRIDE in them, INCLUDE them and generously RECOGNIZE them.
Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results
The main way nourishers help inner work life is by making the work more meaningful which is am important element of the progress principle.
When we are about the people we work with we want to succeed for them. When our colleagues become a kind of family to us, work can take on new meaning in our lives which inspires us to go the extra mile for the team which results in greater creativity and productivity.
The Four Major Nourishers are:
1. Respect – How Management acts plays a large part in whether employees feel respected or not. Recognition is the most important of these actions. People feel respected when their efforts are acknowledged. Respect is also shown when managers give employees ideas serious attention. Dealing with people honestly also shows respect. And finally basic civility signifies respect.
2. Encouragement – Encouraging people can nourish their inner work lives in a couple of ways. The enthusiasm of leaders can help to improve employee’s motivation, especially when this enthusiasm includes statements about the importance of the work. Second, when management shows they believe that their people can do a good job.
3. Emotional Support – People feel more connected to others at work when their emotions are validated. Managers can help to alleviate the negative and increase the effect of the positive simply by acknowledging. Managers who empathize can have an even more powerful effect on the inner work life of their team.
4. Affiliation – This occurs when team members are able to develop bonds of trust and appreciation with each other. Leaders can help these bonds develop by providing opportunities for people to spend time face to face with their colleagues and finding ways for them to have fun together.
Importantly it’s not enough for you as the leader to give your team nourishment you also need to establish a culture within the group were team members also nourish each other.
The third major influence on Inner Work life is the Nourishment Factor along with the Progress Principle and the Catalyst Factor.
You nourish a persons inner work life by recognizing good work, providing encouragement or offering emotional support. You might also engage in conflict resolution, facilitate people getting to know each other or simply let them have some fun.
All of these things lead to team members experiencing positive emotions such as joy, pride and happiness. They then become motivated to contribute to something wonderful. Over time the positive inner work life responses lead to superior performance.
1. Setting Clear Goals
Inner work life is improved when employees know what direction they need to move towards and why the work they do is important.
2. Allowing autonomy
Once the broad goals are set employees need to have some influence over how they meet those goals in order to be intrinsically motivated and to truly own the progress that is made towards meeting those goals.
3. Providing Resources
Providing resources has two major impacts on inner work life. It both allows the employee to have a stronger belief that the work will be a success and it also indicates that management values the work they are doing.
4. Giving enough time – but not too much
Low to moderate time pressure is optimal to inner work life. Too much and employees become stressed, unhappy and unmotivated, too little and people feel unchallenged and bored.
5. Help with the work
Employees become dejected when they need help and can’t get it, frustrated when help could be given but is withheld by someone important such as managers at any level and infuriated when it seems that someone is actively getting in the way of their work. On the other hand getting the right sort of help, from the right people, at the right time, can give a great boost to inner work life.
6. Learning from problems and successes
Problems should be faced head on, studied and solved or learned from. Ignoring problems or punishing people for having problems both have a detrimental impact to inner work life. Studying and celebrating successes also improves inner work life. When success is ignored or its value is questioned inner work life is negatively effected.
7. Allowing ideas to flow
Managers need to truly listen to their employees, encourage different opinions and respectful debate of those opinions.
Managers should make sure that employees just how their work is contributing. And, most importantly, managers should avoid actions that take away from the value of the work.
A persons belief in the importance of their work is lost in four ways:
- Leaders or Coworkers dismissing/ignoring a persons work or ideas.
- Managers acting in a way that removes a persons sense of ownership of their work.
- Managers making employees doubt that their work will ever be used, which leads to employees thinking their work is a waste of time since it will never be implemented.
- Asking an employee to do work that is well below their capabilities.
All of these things must be avoided and their must be consistent communication with employees tying their work to the success of the group.
In order for the progress principle to come into play the work been done must be meaningful. Simply making progress getting things done doesn’t guarantee good inner work life if the things getting done are not important or meaningful to the person doing them.
This desire for meaningful work creates the foundation for the progress principle. It is progress in meaningful work that triggers the sense of accomplishment and other positive perceptions, emotions and motivations that make up excellent inner work life.
What is Meaningful Work?
To be meaningful what matters is whether the person doing the work perceives their work to be contributing value to something or someone who matters (even their team, themselves or their family etc.)
It can simply be making a useful and high quality product for the customer or providing a genuine service for their community,