So the first lesson is don’t kill motivation.
You know businesses are often not about just
increasing it, it is by stop decreasing it.
I’ll tell you a story I gave a talk at a
company in Seattle a few years ago.
It’s a big software company and I was giving
a talk and I was in this room with 200 really
depressed engineers talking to them.
It turns out they were working on whatever
the next version of the – they were working
on something really important and big for
that company and the week before I showed
up the CEO of the company came to them and
canceled the project.
And they were incredibly devastated.
This was a group that worked for two years
on something that they felt would be the next
great thing for that company and the week
before he just canceled it.
And they did not show up on time.
They were just devastated.
They were just morally devastated and by the
way after that many of them just left the
company.
They were very good people.
They were just so demoralized.
And I asked them I said okay, let’s just
assume the CEO had to cancel the project.
Let’s assume he had to cancel for whatever
reason.
Let’s not question that.
What could the CEO have done not to get you
to be so depressed?
And they came up with all kinds of ideas.
They said what if he allowed them to make
a few working prototypes and distribute them
within the company for a few years.
Just kind of see what people do with them.
They say what if he allowed them to take parts
of this new technology that we’re developing
and see which parts will be useful in other
parts of the organization, right, have some
kind of leftovers from the project.
They said what if you would allow them to
do a workshop for the whole company to show
them the journey of the last two years.
What they’ve accomplished, what they’ve
learned, what they struggled with, what they
figured out.
And the thing about all of those suggestions,
all of them would have needed some time, money
and effort, right.
And if the CEO thinks that those people are
just like rats in a cage he said oh, I told
you to go this way, you went this way.
Now I want to go somewhere else.
I’ll close that gate.
I’ll tell you to go somewhere else.
Then you don’t need to worry about motivation.
But if you understand that motivation is incredibly
important then you say how do we get these
people who have invested a lot I this and
how we don’t just crush their spirits.
But what he did was to crush their spirits.
So lesson number one is stop crushing people’s
spirit.
And, you know, it might seem like a ridiculous
obvious thing to do but if you look at lots
of companies you’ll see lots of places where
not because people intend to do harm but just
because we don’t truly appreciate where
meaning comes to life.
We do lots of those things.
We get people to start projects and we cut
it in the middle.
We get people to prepare presentations and
they never get delivered.
We do all kinds of things that eliminate motivation.
Imagine we were doing this little video segment
and we knew all along there’s a good chance
it will never see the light of day.
It will just never be posted or anything like
it.
A black hole where it’s being posted and
nobody, nobody, nobody will see it.
How exciting would that be.
You know lots of people are working in an
environment like that.
Now the more important question is how do
we get people to be, you know, get more motivation,
not just stop decreasing motivation but increasing
the sense of meaning.
Lots of ways to do it and maybe the best example
is to think about the open source community.
One of the things that happened in the open
source community is that there was a legal
advance where they basically agreed that everybody
who writes a piece of code their name would
always be connected to it.
Now you can say who cares.
People care.
If your name is connected to a piece of code
you’re going to maintain that piece of code
forever.
There was a period in time where people were
worried about getting open source software.
They said who’s going to maintain it?
If your name is connected to it you’re going
to maintain it.
And indeed people maintain all kinds of software
in all kinds of unlikely events.
And people invest in it and knowing that if
I create something and other people build
on it, it would always have my name and my
connection and my sense of contribution is
incredibly motivating.
So just think about that simple idea of where
do we put people’s names.
On every piece of software.
Like why on the hood of the car all the people
who are involved could sign their name in
a very small print.
And then of course there’s other things,
right.
It’s not just about name association.
It’s about the feeling of contribution and
the feeling that you have a say, autonomy
right.
That you’re not just told what you’re
going to do, it’s that you are doing it.
There’s a very cute experiment in which
they take kids.
They come with their mother to a lab and they
go into a separate room with the research
assistants.
And they do a drawing together and one time
the research assistant does the drawing and
the kid tells them what to do.
So the kids give the instructions and the
research assistant does the mechanical work.
Another condition the research assistant gives
the instruction and the kids, the kid does
the mechanical work.
And then as they finish it the research assistant
takes the drawing in their hand, go out of
the room first before the kid, shows it to
the mother and says look what I did.
And the question is when will the kid be more
upset, right.
So the research assistant takes credit for
the kid’s job.
When will the kid be more upset?
When the kid did the drawing but the idea
was somebody else’s or when the idea was
the kid’s and somebody else did the mechanical
thing?
And the kids get more upset when it was their
idea, which was their idea.
Think about how much we don’t give credit
in this world to other people’s ideas.
How many people feel that their ideas were
taken, somebody else is using it and they
don’t get credit.
Credit is free, right.
Credit is great.
Give everybody credit, right.
There’s a team of a 100 people, give everybody
credit.
Why not?
Why are we so stingy with giving people credit.
Anyway, so there’s lots of other examples
like this where you could just say let’s
look at all the things that give people a
sense of meaning and let’s just try to give
more of it on an every day basis.
