One of the great mysteries from my 35 years of working life is why workers who “everyone knows” is trouble not only keep their jobs, but sometimes get promoted. Their bad behavior is talked about all the time by line workers and other managers, yet they stay employed. I wrote years ago about one answer. …
During the pandemic lock-downs, some executives finally learned something scholars have known for a long time: Most people are just as productive at home, if not more so, if the nature of their work allows it. However, a mountain of research shows physically collocated teams outperform similar virtual teams. Put those two points together, and …
In 1999, before I danced away the millennium on New Year’s Eve to Prince while ignoring fears about the Y2K Bug, a major study began changing the way researchers viewed worker motivation. Lead author Edward Deci was the first to propose in 1971 that workers might have internal motivations that had nothing to do with …
A utility meter company I was coaching, part of a large multinational, delayed a customer delivery by a week so it would not book more profits than it had predicted for that quarter. They feared it would hurt their stock prices. Numerous studies have shown that long-term revenues are the primary driver of stock value. …
You wanted proof to give your managers about the need to empower your teams, and here it is: Two major studies prove that if workers have “a sense of control in relation to one’s work,” it improves performance by individuals and teams of all types. These are “meta-analyses,” drawing on data from a total of …
Silly me. I thought a silver lining in the Covid Crisis would be that managers would learn most workers do not need constant oversight to do good work, and will be productive from home even with its distractions. Because they couldn’t monitor worker activity closely, some managers would be forced to empower their teams to …
Back when “team building” was the hottest fad in management, no activity garnered as much derision as “trust falls.” The self-proclaimed team builder would have the team gather behind one member and ask that person to fall backwards, trusting their peers to catch them. The ridiculous, and much-ridiculed, idea was that somehow not letting another …
Imagine the scene: A large hotel conference room in America filled mostly by white males in dark suits and plain shirts. A coterie of darker-skinned servers works the sea of tables. An older white male emcees the proceedings, and another asks everyone to bow their heads in prayer before delivering a Judeo-Christian blessing. After lunch, …
I am a middle-aged, white, Anglo, straight cis-male using he/his/him pronouns. I hope I got that right. I have learned it’s not my place to claim I am an “ally” of minorities, but I am trying to be. Throw in that I was raised upper-middle-class in the American South and own my home debt-free, and …
It’s easy for top executives to dismiss us “power to the people” consultants. They think us too “soft” to make the hard decisions needed for business success. People need to be directed and controlled, or they’ll just spend their days shopping online and checking social media, right? Leave aside that no one who knows me—a …
Do you work for an extremely effective organization? No offense, but I doubt it, after writing a paper on the concept. Let’s try a “thought experiment,” though. I will share a high-level summary of the characteristics of an effective organization according to science, footnoted with my sources so you can double-check me. Then I’ll take …
