Nov 28 2011
5 things science tells us about robust cultures that thrive
There are proven things that leaders can do to create and enhance robust work cultures in challenging times. It is also very easy to be distracted and have practices that destroy organisational energy.
Many people confuse busyness with effectiveness, and hours worked, as a measure of productivity. Multi-tasking is standard practice. Research by David Meyer shows that switching tasks increases the amount of time it takes to finish the primary task you were working on by an average of 25 percent.
In short, juggling activities is incredibly inefficient and ultimately weakens a culture. This juggling contributes to extraordinary levels of unhealthy stress. The recent RUOK?atWork survey showed that 40% of Australian workers” typically feel stressed out every day with 12% experiencing extreme stress.
Extreme stress leads to suboptimal performance and for some, depression and/or an anxiety disorder. A recent Medibank report reveals that 34% of all lost productivity can be attributed to the absenteeism and presenteeism (people at work but not fully productive) related to depression and anxiety disorders.
Having carefully weighed up the evidence, I believe that these 5 things are critical to having a robust and resilient work culture that thrives.
1. We trumps me
Ideas workers are motivated by purpose. Knowing how their work contributes to the greater good is essential for an energised work force. Leaders who can communicate their mission in a compelling way will increase their employee’s energy levels. No I’m not talking about “Our mission is to maximize shareholder value” but something that let’s everyone know your raison d’être. For example Ramsay Healthcare’s (RHC) “People caring for people”. Most organisations have these statements framed on the on the wall, it quite another for leaders to consistently “walk the talk”. If it is done well it will pay dividends. In the last 10 years RHC have returned 2500% to shareholders versus 147% for the ASX.
Only 27% of highly stressed employees in the RUOK?atWork Survey agreed with “my organisational purpose energises me” compared to 66% of employees with low levels of stress.
2. Acknowledge Progress and Setbacks
In a surprising study summarized in Harvard Business Review (May 2011), researchers Teresa M. Amabile and Steven J. Kramer interviewed over 12,000 employees – particularly knowledge workers and members of project teams - to discover what motivates them. Respondents said employee recognition is the least effective way to motivate them. Yet, 95% of managers surveyed said they believed employee recognition was the most important way to motivate employees.
In their research, the authors conducted an analysis of daily diaries kept by teammates on a variety of projects. Their conclusion is clear: what motivates people on a day-to-day basis is the belief they are making progress – successful steps forward to achieve a goal.
So, as a leader, what specifically can you do to motivate your team members by supporting their progress? It is not hard to see where coaching fits in here. However the authors go on to highlight a couple of interesting areas on which to focus introducing the concepts of Catalysts and Nourishers, Inhibitors and Toxins.
It is also essential that supervisors learn to identify and develop employee’s strengths and utilized these to coach and mentor.
Mastering the art of asking “Are you OK?” is essential to stop little problems turning into big ones.
3. Encourage physical wellbeing
In the recent RUOK?atWork Survey only 42% of highly stressed employees said their employer encouraged physical wellbeing compared to 73% of low stress employees. Physical wellbeing can be encouraged by having walking or standing meetings, enrolling employees in the Global Corporate Challenge, having flexible work arrangements that allow time for exercise, gym subsidies.
Interestingly, when we asked employees what were the most effective strategies for reducing harmful stress “doing more exercise” rated second after “speaking to someone at work”. All other strategies nominated were very expensive for a business, such as “take days off” and “look for a new job”. Other elements of wellbeing include knowing and practicing how to relax.
4. Focus on outputs not inputs
Despite extensive research in Daniel Pink’s book “DRIVE: the surprising truth about what motivates us” showing that autonomy and mastery motivate employees, many employers still operate with Industrial Age thinking. For example, most legal firms operate on the billable hour method where employees are asked to account for every 6 minute interval. They are evaluated by how many hours they bill. Lawyers also have the highest levels of depression, substance abuse, and anxiety levels of any profession. This obviously has massive implications for the systems and processes that are utilized by organisations. Do they encourage or inhibit flexibility and mastery?
5. Invest your time wisely
Jennifer Aaker and Melanie Rudd from Stanford University published “If Money Doesn’t Make You Happy, Consider Time,” in the Journal of Consumer Psychology, 2011. They discuss how happiness is indeed a consequence of the choices people make. So what can people do to increase their happiness? Their answer is surprisingly simple: invest your time wisely.
Although happiness is clearly relevant for individuals, businesses should also pay attention. Building a workforce of highly qualified, hard-working, and loyal employees is an essential aspect of staying competitive in today’s global markets. Therefore, being concerned about employee happiness is not just a moral thing to do, but it makes smart business sense as well.
They conclude that the activities that generate the greatest wellbeing are spending time with people you like, work on projects that energize you (these usually allow you to use your strengths), enjoy experiences without actually doing them, focus on the here and now.
What has been your experience? I would welcome your comments/suggestions/questions.
Kind Regards
Graeme
