What makes people work happily and productively
Work And Study Productivity / / December 23, 2019
In his autobiography "double helix"James Watson (James Watson) tells of the discovery of DNA structure and describe the emotions that they colleague Francis Crick (Francis Crick) experienced when through setbacks and progress to go to Nobel Award. It resembles a roller coaster: at the first attempt to build a DNA model, they found serious shortcomings and were very depressed, but the same evening form began to emerge, and it returned them courage spirit.
When they showed the model to colleagues, they found that it was wrong. This disappointment was the beginning of the dark days of doubt and loss of motivation. But when scientists duo really made a breakthrough, and it was confirmed by their colleagues, Watson and Crick were so inspired by the success that literally lived in the lab, trying to finish the job.
In all these episodes, emotions ran Watson and Crick or no progress. This principle - the principle of progress - is manifested in any work related to any creative work.
Our research proved that progress in meaningful work improves mood and motivation, improves the perception of the company and colleagues.
And the more a person experiences a sense of progress, the more likely that it will be a long time stay productive in the works. if he tries to uncover the mystery of science, it produces a high quality product or service, daily progress, even small victory affect his feelings and productivity.
Strength of progress is fundamental to human nature, but the vast number of managers do not realize it or do not know how to use the principle of progress, to improve motivation.
But leaders advance knowledge of the principles gives a clear idea on what to focus. There are a lot more opportunities to influence the moral well-being, motivation and creativity of employees than is normally used.
Next, sort through how managers can use the knowledge of the power of progress in their daily work.
Indoor climate at work and productivity
Nearly 15 years, we have studied the psychological experiences and performance of people doing a difficult job. From the outset it was clear that the creativity and productivity of a person depends on the socio-psychological climate at work - from a mixture of emotions, motivation and perception. How happy employee, how motivated he is interested in his work, whether he sees in a positive light his company, leadership, team work and self - all this merges and either pushes a person to the new labor achievements, or pulls back.
In order to more clearly understand the internal processes, we conducted a survey. It was attended by members of the project team, which required a creative approach: the invention equipment for kitchen, cleaning control product line equipment solutions to complex IT-problems hotel chains.
We asked employees keep a diaryIn which they told how was the working day, what kind of work they did and that was outstanding, talked about emotions, mood, level of motivation, perception of the work environment.
In a study of 26 project teams (238 people) took part, who sent us these 12 000 records. The task was to find out what the internal working environment and what events are correlated with high levels of creative productivity.
We conclude that the achievements, at least in the area where you want to mental activity, not stimulated by pressure leadership and fear, and comfortable working environment, where employees are happy, motivate and actually work positively perceive colleagues and company. While in this positive state, employees are more involved in the work. Social and psychological working climate change on different days, and followed by changing the level of productivity.
What events cause positive emotions and increase motivation? The answers were hidden in the journal entries.
The power of progress
there are predictable triggersWhich improve or worsen the working environment. Even taking into account the differences between people are in general the same. We asked the participants to tell the experiment in the diaries of his general mood, emotions, motivation levels and identifies the best and worst days. And when we compare the best and worst days of the participants in the experiment, it was found that the best days definitely been some progress in the work of the employee or team. The worst is mostly referred to those days, when a step backwards in the work was done.
76% of days with excellent mood corresponded to the days when progress has been made in the work, and only 13% of days with excellent mood coincided with the days of regression. 67% of the worst days were associated with regression and only 25% of the worst days were accompanied by progress in the work.
Two other trigger is often accompanied by good days: catalysts (actions that directly supported the work process, including help from colleagues) and makeup (the word respect and support).
In contrast are the inhibitors (actions that affect the work), and toxins (upset, statements about the man command).
After analyzing 12 000 entries in the diaries of participants of the experiment, we realized that the progress and setbacks affect motivation. During the progress of the subjects were more motivated interest and pleasure from work. The bad days were not motivate internally and did not get the motivation to recognize success. Regression results in profound apathy and unwillingness to do the job at all.
And perception is different on different days. Progress - employees see their work as a joyful competition, they felt that the team members complement each other, and reported good interaction with colleagues and supervisors. Bad day - work is perceived less positively employees feel less freedom, lack of resources, mentioned poor communication in the team and with management.
This analysis establishes a relationship, but it does not explain the cause-and-effect relationship. Changes in the internal working environment lead to progress or regress or, on the contrary, progress and regress changing socio-psychological climate?
A causal relationship can be seen in both directions, and managers can use this loop to work.
Important even small successes
When we talk about the progress we envision achieving some major goals or major breakthrough. Big victories are beautiful, but rare. The good news is that small victories also extremely positive impact on the socio-psychological climate. Many participants in the study indicated that only made Small steps forwardBut it caused a significant positive reaction.
Suffice ordinary event can increase the activity of employees and their level of happiness. Of all the events that we were told the study participants, 28% of the cases had a slight impact on the project, but a significant impact on people's feelings. Since the socio-psychological climate significantly affects the creativity and productivity of small and successive steps can make many employees, small events are crucial for efficient company.
Unfortunately, there is a downside: the small failures can negatively influence the working climate. In fact, our studies show that negative events have even more impact than positive.
Per person only affects progress in meaningful work
Recall, what said before: the motivation affects only progress in meaningful work.
For example, in a dishwasher or cloakroom is difficult to apply the principle of progress, since there is no room for growth and creativity. It was only the end of the working day or a day receiving wages awards a sense of accomplishment.
Even tasks on time and quality does not guarantee good social and psychological climate, although this is progress. Perhaps you have experienced it for yourself, when they felt the frustration and lack of motivation, even when worked hard and completed the tasks. Probably, the reason is that you perceive these problems as unimportant and unnecessary. In order to progress the principle of acting, the work should be relevant to humans.
In 1983, Steve Jobs (Steve Jobs), persuading John Sculley (John Sculley) left a very successful career at PepsiCo and become Apple's new head, asking: "Do you want to spend the rest of his life, selling sugar water, or want to get a chance to change world?". In his speech, Steve Jobs has mobilized a powerful psychological effect - a deep-seated human desire to do meaningful work.
To the great joy, to feel important, does not necessarily create the first personal computer, reduce poverty and seek a cure for cancer.
Working with smaller-scale value to society can be meaningful for a person if it is valuable for something or someone important to him. The significance may be manifested in the creation of useful and high quality products to customers and providing great service. Or to support colleagues and benefit the company.
Regardless of the lofty goals or modest, as long as they make sense for humans and yet he understood how his efforts are contributing to their implementation, it will maintain a positive working attitude.
head should help employees see how their work contributes to the serious business. And most importantly - avoid actions that devalue the work of man. All study participants were doing the work that needs to be significant, but often we have seen as a potentially important promising work loses its inspirational power.
Support progress: catalysts and makeup
What can managers that employees stay motivated and happy? How can they support the daily progress? Using catalysts and recharge.
catalysts - actions that support: setting clear objectives, giving sufficient freedom action, a sufficient amount of time and resources, an open study of the problems and successes, the free exchange ideas.
makeup - it acts of interpersonal support: respect, recognition, promotion, emotional comfort.
inhibitorsHindering work progress: lack of support and active involvement in the work.
toxins - disrespect, neglect, emotional, interpersonal conflicts.
Catalysts and makeup can change the presentation of the work and its significance, as well as people's perceptions of themselves and their activities. When the leader asked whether the employees everything necessary for the work, they realize that they are an important and valuable. When the leader expresses recognition of employees for what they do, they realize that they are significant for the company. Thus catalysts and makeup gives the greater value and enhance the effect of the principle of progress.
These actions do not represent something extraordinary, you can guess that it is worth to take them on the basis of simple rules of common sense and decency. But the diaries of study participants showed that managers often forget or ignore simple methods. Even the most attentive managers in the companies we studied, do not always use catalysts and recharge.
Example - Michael, a whole wonderful manager. When one provider failed delivery time, which is why the company lost profits, Michael irritated He attacked the staff, demeaning the work that they have done well and which did was not associated with failure provider.
Long-term prospects and the launch of new initiatives often seem to be the leaders of a much more important than taking care of the feelings of subordinates. However, as our research shows, any strategy will fail if managers will ignore the people working in the trenches.
Model of an ideal leader
Let's look at a concrete example of a leader who has consistently applied the above steps to stimulate productivity. In fact, this step by step guide for any manager.
So, our manager called Graham, he manages a small team of chemical engineers in a multinational European companies. The team is engaged in a significant project: developing a safe biodegradable polymer to replace the polymers using petrochemical products in the cosmetics and other industries.
However, as in many large firms, the project was called into question because of the change of top management priorities. it was difficult with the resources and the uncertain future weighed on each project team member. To make matters worse, an important client did not like one of the first samples submitted team, which is why everyone was upset. Nevertheless, Graham was able to maintain a good social and psychological climate in the team. Here are four major milestones in its approach to governance.
1. He has created a favorable climate, once properly responding to the event, thus setting the standards of conduct for the team. When a customer complaint stalled project, Graham began to immediately analyze problems with, while not blaming anyone command. This act he modeled the behavior of employees working in crisis situations: do not panic, do not point fingers, and to identify the causes and problems and to develop a coordinated action plan. This is a practical approach that gives subordinates a sense of forward motion, in spite of the failures and failureThat are inherent in any project.
2. Graham was aware of daily activities team. The climate that he created, contributed to this. Subordinates informed him about the successes, failures and plans, though he did not ask. When one of the most hard-working staff had to stop the test of a new material, because he could not to get this right on the equipment, he immediately reported it to Graham, but he knew it was his strong upset. That evening, an employee wrote in his diary: "Graham does not like the lost weeks, but it seemed to me that he will understand me."
3. Graham acted in accordance with the recent events in the team and the project. he daily use different tactics: introduction of the catalyst or disposal of the inhibitor, the use of make-up or antidotes to toxins. He foresaw that at the moment the best way to affect the internal working climate.
For example, even in its output, received good news from the top of the support of the management of the project, he immediately I call team members and told them about it, knowing that they are going through due to the reorganization and this support It will come in handy.
4. Finally, Graham was not Micromanager.
- Micromanager not give employees freedom, dictating every step, and it is necessary to set a clear strategic goal, but allow employees to decide how to move towards this goal.
- Micromanager any problem finding someone to blame, encouraging employees to hide failures, rather than discuss the situation honestly.
- Micromanager hoard information to be used as a secret weapon, not knowing how it is devastating for the working climate. When subordinates feel that hides the head of the information, they feel that they are immature, infantile, their motivation wanes. Graham immediately informs employees about the opinion of senior management of the project, about the needs of customers, possible sources of assistance or project of resistance inside and outside the organization.
Graham is constantly kept in the team positive emotions, the high level of motivation and a favorable perception. His actions - a great example of how the head of any level can contribute to progress every day.
loop progress
Favorable working climate leads to good productivity. And she, in turn, depends on continued progress, which leads to a favorable working climate.
Thus, the most important consequence of the principle of progress is as follows: supporting people and their daily progress in meaningful work, not the head only improves the internal working environment, but also stimulates the company's productivity in the long term, which leads to an even more favorable working climate.
Feedback loop: the head is not able to support the people and the daily progress, suffers working climate and productivity, and deteriorating performance spoils the socio-psychological climate.
To be an effective leader, you must learn how to run a cycle of progress. This may require you to effort and internal changes. However, you do not need to be strong psychologist, read the thoughts of employees and apply complex patterns of psychological influence. It is enough to have the respect and attention, and the rest focus on the support of the working process. Then, employees will experience positive emotions and motivation necessary for a high level of performance and success of the company. And what is most beautiful - they will love your job!