AMPEDMAGAZINE

WRITTEN BY ANDREW GREATREX GREATREX GLOBAL LEARNING

- DAN PINK -

WHY DRIVE ? - INSIDE

PULSE

In eco n o mic terms, we'v e alway s t h o u g ht of wo rk a s ad isu ti l i ty - a s so meth in g y o u d o to g et so meth in g else.

No w it 's in creasin g ly a u ti l i ty - so meth in g t h a t ' s v alu ab le a n d wo rth y in its o wn rig h t.

Drive Workshop

“Human beings have an innate inner drive to be autonomous, selfdetermined, and connected to one another. And when that drive is liberated,

people achieve more and live richer lives.”— Daniel H. Pink, Drive: The Surprising Truth

About What Motivates Us

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INTRODUCING DRIVE

T H E U L T I M A T E W A Y T O M O T I V A T E P E O P L E

By Andr ew Greatr ex

The b e st use o f mo ney as a mo t ivator is to p ay pe ople e n o ugh to take th e issue o f mo n e y o ff the table a cco rding to NY Times b e st selling author Daniel Pink.

"Pay p e op le e nough so that they’re n o t thinking a b o ut mo n e y and they’re thinking a b o ut the work. Once yo u d o that, it turns o u t there are three factors that th e science shows le a d to b e t ter performance, n o t to me n t ion personal satisfaction: autonomy, mastery, and purpose."

For th e past three years a series o f distributors in countries such as Canada, Brazil, Sweden, China, Australia, Portugal, Greece, Singapore, Un ited K in gdom and Un ite d Arab Emirates have b e e n implementing "Drive' u n d e r the mindful wa tch o f Greatrex Global Learning based in Miami, L o n don and South Australia.

During this time, we have all wo rke d with some amazing organizations th ro ug hout the wo rld including th e top 3 world's mo st p o werful brands Disney, L e g o and PWC plus to p US Federal Agencies including The Pentagon, US Airforce, US Na vy and NSA.

imp le me nting the key principles f ro m Drive in partnership with these great organizations has a rme d us with a great n u mb er o f stories to share with companies -b o th public and private, and g o ve rnment agencies o n imp le me nting a highly mo t iva ted and e n gaged culture.

Wh a t fo llo ws in this first edition o f AMPED are so me o f these stories, advantages o f utilizing th e Drive principles and an interview with author Daniel H. Pink.

We lo o k fo rwa rd to your feedback.

A M P E D | 3

DANIEL H.PINKINTERVIEW

MAY '16

May 2016Greatrex Global Exclusives

For the last 15 years, Daniel Pink’s ideas have been shaking up the business world. He’s written 5 books – all of them bestsellers – that have been translated into 34 languages and sold more than 2 million copies worldwide.In 2015, Londonbased Thinkers 50 named him one of the

top 10 business thinkers in the world. Pink’s team, led by Andrew Greatrex at Greatrex Global Learning, has developed a set of workshops based on his bestselling book, Drive, that are now being delivered around the world. We sat down with him to talk about the science of motivation.

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WHYTHE FUTURE IS OURSTOMOLDA N I N T E R V I EW W IT H

D A N P I N K B Y A N D R E W G R E A T R E X

Why is that? It’s the same reason. If-then rewards get us to focus like a laser beam. But for creative, conceptual work –developing a newproduct, solving a complex accounting or legal problem, writing an algorithm rather than just following it –being locked in can work against you. For that kind of work, you don’t want to lookat things narrowly. Youwant to look at them expansively. What’s more, over the long term, if-then rewards deliver less and less motivational energy. Ifyou’re working toward a long-termobjective, you need something else to keep yougoing day in and dayout.

Does that mean businesses should get rid ofthese if - then rewards entirely? No. Not all. Whatwe have to do is make decisions about how we run organizations based on evidence, not on habit or intuition. So we should use if-then rewards where we know they’re effective –again, for more routine, algorithmic tasks.And we should use a different approach formore creative, conceptual tasks.

“The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.” TOM KELLEY General Manager, IDEO”

You say there’s gap between what science knows about motivation and what business actually does. What do you mean? Businesses use all sorts of motivators. But the mainstay motivator is what social psychologists call a “controlling contingent motivator” or what I call an “if-then motivator” – as in “if you do this, then you get that.” Fifty years research in behavioral science tells us that if-then rewards are extremely effective for simple, routine tasks with short time horizons. Human beings love rewards -- so dangling them in front of us gets us to focus. That’s helpful if we know precisely what we need to do – if we’re following an algorithm, a recipe, a set of instructions.

So what’s the problem? The problem is that fifty years of science tells us that if-then rewards are far less effective for creative, complex tasks with long time horizons.

DAN PINK INTERVIEW

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Is that balance changing –that is, are workers around the world doing more creative sorts of work and less of the mechanical kind? Absolutely. Of course, not in every company in every country –but more broadly, there’s a huge shift underway. We’ve certainly seen it in manufacturing. All sorts of manufacturing work can b e done faster, better, an d more efficiently by machines. But th e same thing is happening in white-collar work. Algorithms and machine learning can now perform many sorts of functions th at used to pay pretty well –think basic accounting, basic legal practice, basic financial analysis. The jobs of the future will require high-concept an d high-touch skills –the sorts of things th at are hard to outsource an d hard to automate. That’s a key reason why we n eed a new approach to motivation.

What role does money play in motivation on the job? A big one. Money matters. Money matters a lot. But it matters is a slightly more nuanced way than many of us think. The key point is that you have to pay people enough. You have to pay th em well and pay them fairly. Ifyou don’t do that, you won’t get motivation.Period. The mistake we make is thinking th at money is all it takes –th at if we get people thinking about money, they’ll perform better. That’s true for, say, stuffing envelopes or turning screws. But it’sm u ch less true for th e more sophisticated, creative, long-term work th at many workers around the world are increasingly doing. For this sort of stuff, you don’t want people thinking about th e money. You want th em thinking about th e work. So the best use of money as a motivator is to pay people enough to take the issue of money off the table.

Okay. So if we manage to take money off the table, what does it take to motivate people? There are three key factors: Autonomy, Mastery, and Purpose.

What do you mean by Autonomy? Self-direction –directing your own life and work. In particular, it means having control over the key aspects of your work –what you do, when you do it, how you do it, and who you d o it with. Task, time, technique, and team.

DAN PINK INTERVIEW

What are some examples of how companies have used autonomy to deliver better results? It’s really exciting. There are lots and lots ofexamples. One ofmy favorites comes from Atlassian, an Australian software company. Once a quarter, they tell their employees to take 24 hours to work on whatever they want. The only requirement is th at th e following day they have to show what they’ve created to th e rest of their colleagues. They call these things “Ship It Days” –an d they’ve produced a whole array of new products an d refinements to existing products th at might otherwise not have emerged. Companies like Intuit give their employees “10 percent time” –10 percent of their time to work on anything they choose. That, too, has led to all kinds of innovations. Some places offer “genius hours” –one hour a week. Or take Zappos. They’ve got call centers, b u t instead of recording their employees calls an d monitoring them, they just say to their people, “When a call comes in, solve the customer’s problem. If it takes you two minutes, great. If it takes you an hour, no problem.” That approach has m ad e Zappos one of th e top customer servicecompanies in th e world. What we’ve got to understand is th at autonomy isn’t an alternative to accountability. It’s a pathway to it.

“ H u man beings h a ve a n i n nat ei n n e r drive to be a u t onomous ,

sel f- determined, a n d c o n nect ed to one a n o th er. And wh e n t h a t

drive i s l iberated, people achieve m o re a n d l ive richer l ives.”

~ Da n Pink ~

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Zappos recently went even further and introduced a “holocracy” –no titles, no managers, no hierarchy whatsoever. What do you think of that? It’s a cool idea, b u t I’m skeptical. There are some areas –not necessarily a huge number, b u t still some –where hierarchy makes sense. To throw it out altogether seems like a big risk.

Your second element is Mastery. What is th at and why does it matter? Mastery is our desire to get better a t something th at matters. It’sa fundamental h u man drive an d often ignored in th e workplace. There’s some great research from Harvard Business School’s Teresa Amabile showing th at the single greatest motivator day-to-day on the job is “making progress in meaningful work.” The big problem is th at progress depends on feedback –an d most workplaces are feedback deserts.

What do you mean by that? We live in a world of rich, regular, robust, meaningful feedback in every area of our lives –smartphones, games, texting, search engines. Then we stick people inside large organizations an d how do we give them feedback? An annual performance review. Once a year! It makes no sense. That’s why many companies –including large public companies like Adobe –are eliminating performance reviews. Companies are replacing these outdated approaches with things like weekly check-ins, weekly one-on-ones, peer-to-peer evaluations, and all sorts of other innovations. The key is for th e feedback inside th e organization to have th e same swift metabolism as feedback outside th e organization.

You last key motivator is purpose. Is th at possible in every job? Yes. But we have to understand two different kinds of purpose. One is what I call “capital P” purpose. That’s doing something big and transcendent for th e world –solving the climate crisis, feeding the hungry,

an d so on. But as you say, that’s tough to d o in every job. That’s “small P”purpose also matters. That means, “Am I making a contribution? Am I doing something th at contributes to what our organization is trying to accomplish?” That’s important, too. There’s a mountain of research showing th at b oth types of purpose are incredibly effective performance enhancers an d they’re essentially free. Managers would get a lot more motivation out of their employees if they h ad two or three fewer conversations each week about “how” an d two more about “why.”

This all seems to make perfect sense. So why do so many businesses continue to follow the “carrot-and-stick” method of motivation when it clearly isn’t effective? There are a few reasons, all of which connect. One is th at this is how we always have done things. And b o th people an d organizations tend to think th e status quo is somehow "natural" an d that change is weird an d dangerous. Another is th at external rewards are easy. They're easy to structure, easy to implement, easy to measure. Intrinsic motivators are a lot tougher. And th e third is th at carrots an d sticks often seem to work in th e short-term -- almost like a sugar rush seems to "works" in the short-term. People respond. These "if-then" motivators cause activity. They just rarely lead to creativity.

One more thing. One's approach to this topic depends, in part, on one's belief about h uman nature. If you believe that h uman beings are fundamentally passive an d inert -- th at but for the threat of a punishment or th e threat of a stick -- h u m an beings would just sit there an d d o nothing, th at takes you down one path. But if you begin with a different premise -- th at h uman beings are active and engaged, th at they want to d o good work -- th at points you a very different direction. And this direction isn't just more humane. The science shows it's also more effective.

DAN PINK INTERVIEW

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“Within organizations, people need to have purpose: In goals that use profit to reach

purpose; in words that emphasize more than selfinterest; and in policies that allow people

to pursue purpose on their own terms.”~ Dan Pink ~

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FEATURES

Benefits of anEngaged WorkforceAdvice on how to create the conditions for an engaged workforce.

WHY DRIVE?ADVICE

Introducing Drive Adventure Day’s (or Ship It)Learn the process that brought two companies more than $150m USD in revenue

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84% most admired companies stated their efforts to engage employees had strengthened customer relationships

Engagement scores in the top quartile averaged 18% higher productivity

Higher sales and customer interactions

Lower absenteeism by half Disengaged staff take 6.2 days per year vs Engaged staff take 2.7days

59% of engaged employees say work brings out their most creative ideas only 3% of disengaged employees agreeEngaged employees are more likely to search out new methods, techniques and transform innovative ideas

Bottom 10 % engaged organisations had 2 times the turnover of engaged companies

Engaged companies had 62% less accidents

18% higher productivity in organisations with engaged employees

Companies in top 25 % of engaged employees had twice the annual net profit

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BENEFITS OF A HIGHLY ENGAGED WORKFORCE

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Things to help Engage PeoplePercentage of

Highly Engaged people who

experience this

Percentage of low and Non

engaged people who experience this

92% Someone has talked about their progress 13%97% Someone encourages their development 10%

88% They have been praised recently 13%

98% They have opportunities to learn and grow 13%

74% They have a best friend at work 19%

98% Their manager cares about them 20%

98% Their opinions count at work 22%

91% They view their job as important to the company 19%

93% Their colleagues are committed to quality work 44%

99% They are able to do their best every day 53%

98% They have the equipment to do their job 70%

99% They know what is expected of them at work 89%

56%

Have a manager who inspires

them

Have a manager that lets them get on with

their job

Have clear goals set

90% 82%

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D r i v e A d v e n t u r eD a y s

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The Drive Adventure Days are now "a core part" of some companies’ cultures, drawing participation and interest from across these organizations and helping strengthening their promises to employees and customers. They are opportunities to increase engagement and workplace motivation whilst also being innovative and achieving buy-in to change.

Telling someone to 'be innovative or change' rarely bears fruit. It offers employees the chance to step away from their day-to-day jobs and focus on scratching an itch –prototyping a new product, service or improving an existing one – for an intense 24-hour period.

The results are staggering. Consider this: One organization tells us they bring in $50m in new revenue a year as a result of their Adventure days. Another says they bring in $100m from one product, and government agencies say the days contribute to de-hassling duplication in their processes and increasing their service to the community.

By spending just 4 days per year giving employees full autonomy results in a vast arrange of ideas that are completed, increases motivation and the satisfaction of bringing an idea to life.

What follows is an exhilarating and energy filled process that has people jumping out of bed to complete something they have always desired for your organization.

Our team of experts are happy to start you off and mentor the implementation of a cultural game changer that will not disappoint.

Drive Ad v en tu re Day s

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Drive Adventure Days

Discoverexciting

new ideas

Generate

enthusiasm

Remove

barriers

Increase accountability and collaboration Solve longstanding

problems

Build urgency

Add more value

“Drive Adventure Days” are a process adopted by an organization to generate autonomous work teams providing extremely valuable and innovative solutions to longstanding problems, service improvement ideas and removing barriers.

By adopting this process, organizations can uncover and implement new ideas, as well as improve the morale of the organization. These days are facilitated and adhere to some very simple principles to ensure their success. Some organizations have reported income as a result of these

Enhance Performance

Drive Ad v en tu re Day s

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Anyone in the organization can participate in DriveAdventure Days. The Days can be organization-wide or division - wide, although representation among a wide variety of participants is encouraged to increase their effectiveness.

The event is voluntary,although as many aspossible are encouraged to participate.

While the process is autonomous, the event adheres to a well thought-out process to ensure the event is highly successful.

Participants should record what they have achieved, learned and implemented in order to fully capture the value of theideas they generate.

Howtostart

1. ContactushereattheDriveWorkshop2. Letushandle thelogisitcs3. Developideas4. AssembleaTeam5. Getitdone

AnyIdea,AnyOne,Anyteam

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IMPLEMENTING DRIVE TO 110,000

PEOPLEMastery: The Public service used Growth Mindset as a foundation to a change project in an organization. All executives were educated about Growth Mindset and asked to identify their teams mindset and how this could impact the agility of the organization to change. One agency incorporated Growth Mindset into their core competencies, ran workshops on it and developed a toolkit to help people develop a growth mindset. In addition, to ensure people get better and better at things each staff member is committed to one hour a week of mastery around the principle “getting better at stuff”. This has been a key driver to a learning culture and Mastery. We had discovered while many people had attended some training this Mastery component was directed at the individual’s ability to get better at things that matter and was quite a change for the majority of people.

Values: We have also utilized the Drive principles for our revised Organizational Values. Our employees DID NOT want values such as Honesty, Respect, Trust –these were givens. They preferred more motivating values with a behavioral descriptor. When referring to non controlling language, Dan Pink wrote, “a small change in wording can help engagement over compliance. As such our values are: Show we care –We care about our purpose, the people we serve and the people we work with Build Trusted Relationships – we collaborate to build strong and positive relationships Deliver results – we contribute constructively and are accountable for delivering great results Strive to be better – we continually strive to do things smarter, better and more cost effectively

It may seem overwhelming to implementthe principles of Drive to a whole of

Government Organisationwith 110,000 peopleand the largest employer in the city. But here

is what the Office for the Public Sectorachieved in SouthAustralia.

.The South Australian Public Sector has approximately 110,000 employees mainly located in the Capital, Adelaide. Following completion of the Drive workshop we embarked on a number of successful initiatives.

Purpose: We created a Purpose video for staff. Our Purpose is 'We help South Australians thrive' [link to video] . This has been hugely successful for us and is extremely well received. We use the video when inducting new employees and at key forums, and it is also a good marketing tool for recruitment. We also show the video What’s your sentence and have all Executives complete this activity to clarify their own purpose.

Autonomy: Public servants are able to submit an idea for a project that they think will improve productivity in the public sector or create benefits to the South Australian Community. To create momentum, they must work to a timeframe of 90 days, but they are given autonomy on who they work with and how they develop solutions to complicated, across government problems. The freedom to tackle problems has meant the government has been able to create solutions to “stuck” problems, or create positive change for the community. These projects vary from things like addressing chronic non-attendance at school, or improving discharge of complex patients into aged care, to faster forensic reporting for timely criminal prosecutions, or making a plumbing licence easier.

CASESTUDY

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Performance ManagementWe reviewed our Performance Management process and included Autonomy and Mastery in the discussion with employees. We banished the once a year performance review. The current system involves aligning individual objectives to purpose (individuals co-create the objectives), and minimum 6 weekly formal feedback (the day to day stuff should still happen). Of course, there is a development plan included so that people can get better.

Leadership LabsWe have just scoped out some leadership labs to connect, develop and inspire our leaders. The lab will be a creative space where leaders can take out some time for non-commissioned work (or thinking), participate in discussions, listen to guest speakers, do some reflective exercises, etc. We plan to hold further sessions on Purpose and how to help their people connect, one on Autonomy(where they will do a Drive audit and then work out howthey can help their teams/business units get more autonomy), and one on Mastery (where leaders will seek self-directed feedback or have the opportunity to practice askill in a safe space).

USA | Australia | UKGot a story please let us know

Drive WorkshopA: 777 Brickell Ave

Miami, FLT: +1 786 253 7703E: andrew@greatrexglobal.com W: driveamped.com

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