I popped into a donut shop while doing research for my book on employee motivation. Well, not just any donut shop – this happened to be the busiest Dunkin’ Donuts store in the world, located outside Boston on Route 18 in South Weymouth, Massachusetts. This one store serves between 2 000 and 3 000 cups of coffee per day.
I was there to speak to the fired-up employees who keep the lines of customers moving, and keep customers coming back. I wanted to know (as I always do when I visit high-performance businesses) what it is that motivates these people to work as hard as they do.
Amy McCaul, age 21 at the time of our meeting, works the front counter. Does her job ever become kind of boring? “No way,” she says with a big smile. “It’s fun. It’s busy, time goes by fast, you’re always doing something.”
Fun? Did she say fun? As a customer I have personally set foot in other donut stores, and whatever it was the employees there were having, I’m pretty sure fun wasn’t it. McCaul’s co-worker Tracy Brown works in the small out-building from which drive-through customers are served. Must be pretty dull work in pretty cramped quarters, right? “No,” she blurts without hesitation, “I like it. The time goes by fast, because I deal with thousands of customers every day.” Brown describes how her regular customers keep coming back. “I like seeing them every single day,” she says. “That’s what makes me happy.”
I ask Brown if one day she might like to own a business similar to the one she presently works for. Her boisterous reply is, “Yes, I would like this one.”
Both of these employees independently mention their impression that “time goes by fast” on the job. This is of course the very opposite of the traditional “clock watcher” image of an employee bored stiff. But why does time seem to pass quickly in this workplace (and in every other similarly energised business I’ve visited and written about)? Time passing quickly is a characteristic usually associated with a pleasant game, hobby, or pastime – forms of play. To help us understand how some businesses make work feel more like play, we need to review the four elements that make play itself enjoyable.
1. The element of challenge.
Ask any employee who dislikes his or her job to give a reason, and the reply will almost certainly include words like “boring”, “repetitious” and “pointless.”
Now, visit any bowling alley. Each time a bowler manages to knock all the pins down, a mechanical contraption promptly sets them right back up again. An observer unfamiliar with the game might conclude this must surely rank as one of the most boring, repetitious and pointless human activities ever devised.
Yet the bowlers themselves seem to having a grand old time. In fact, many of them can’t wait to get away from their boring jobs in order to pay money for the pleasure of knocking pins down over and over again.
Would bowling be even more fun if the pins were closer, and therefore easier to knock down. Everyone understands that it’s precisely the challenge of attempting something difficult that gives structured play activities like bowling, golf and billiards their basic appeal.
Children’s games like paddle-ball, leapfrog, skipping and others are often based on a “keep the kettle boiling” theme. In businesses like our donut store, the challenge is to “keep the lines moving through the store,” “keep the cars flowing through the drive-through,” “keep the shelves stocked with fresh product.” The whole operation is one big keep-the-kettle-boiling game from opening time to closing time, and the workers love the challenge.
2. A clear set of rules.
Another factor that makes play activities like bowling more satisfying than work: The basic objective – and the rules by which this objective can and cannot be achieved – are clearly understood by all the players. Everyone’s trying to accomplish exactly the same thing, in exactly the same way.
In most business settings, if there’s a primary objective at all, it can usually be boiled down to “make more money.” There’s no single clear approach, however, for achieving this objective. Priorities shift and change, and are often in conflict with each other. In this game, the rules are not only unclear, they keep changing. And in this game, a “win” is exciting news for management – but it doesn’t mean much for the employees who made it happen. The boss can talk about improved “job security,” but to the workers that just sounds like “plenty more frustrating and unfulfilling workdays comin’ your way.”
The kinds of high-energy businesses I profile in my book are all aligned toward a single clear objective: delighting every customer every time. The workers know in advance they won’t be able to achieve this perfect score, much as bowlers and golfers know ahead of time their own scores will not be perfect. But it is the pursuit of a perfect score that makes the game challenging and fun. In these businesses, everyone understands the rules: You must do nothing to harm the organisation financially (or in any other way) while you strive to deliver a delightful customer experience. And in these businesses, a “win” is exciting for the employees themselves, because it translates into positive customer feedback, the most meaningful and lasting employee motivator of them all. (A win is exciting for management, too, of course, since higher levels of customer satisfaction generate repeat business, positive word of mouth and a powerful competitive advantage overall.)
3. A scoring mechanism for immediate feedback.
All play activities allow participants to track how well they and the other players are doing at all times. Would these activities be as enjoyable if this form of immediate feedback were removed? How much fun would bowling or golf be, for example, if the players could not see the pins or the cup, and had their scores mailed to them at home weeks after the game?
In many business settings, workers receive positive feedback about their work only during formal “performance review” meetings. From a motivational point of view, this is usually too little, too late.
Employees in places focused on customer delight receive immediate feedback every day in the form of appreciative comments from happy customers, generous tips and the cheerful return of “regulars.” Their work earns these employees a succession of “high scores” that keep them motivated.
4. The satisfaction of winning.
Our bowling alley observer watching the game for the first time may be surprised to see the reaction each time a player succeeds in knocking all the pins down at once. The spontaneous hoots and leaps of triumph suggest bowlers find this accomplishment extremely satisfying.
Understanding what this kind of satisfaction feels like is key to understanding employee motivation in the workplace. Knocking pins down over and over again may seem a pointless exercise – until it’s turned into a challenging competitive activity with clear rules and a means of immediately tracking performance. With these elements in place, the activity suddenly becomes fun and satisfying.
Energised businesses such as our busy donut shop challenge workers to attempt something difficult – keep a steady high-volume flow of customers happy and coming back. There are clear rules, and the employees receive continuous immediate feedback from the customers themselves. And when they “score” (i.e. when the feedback makes it clear they’re delivering a delightful experience and attracting business away from competitors), their satisfaction can be as great as that experienced by players in any structured game.
For managers in less enthusiastic business settings, the question should not be, “How do I change my workers so they’ll be more motivated on the job?” Instead, the question should become, “How do I change the job to make it more motivational for my workers?”
Virtually all businesses have a particular cultural element in common – one that does more damage to employee motivation than any other. Eliminating this one biggest motivation-killer can transform any workplace into a much more motivational setting for all employees.
5 Ways To Be More Productive In 2019 Without Driving Your Team Insane
Here’s how to get your business running faster and better.
When talking about their biggest challenges for 2019, many of the entrepreneurs I speak with say they’re overwhelmed with the rapid pace at which business operates today. Today’s consumers have come to expect instant gratification, and they’re putting pressure on companies to make sure that they get what they want right now.
Technology’s partly to blame for these questionably reasonable expectations. We’ve got virtually countless hours of on-demand video streaming content at our fingertips. We’re on the cusp of mass product delivery by drone. We get frustrated when customer service departments fail to respond to our queries within minutes.
Just a couple of decades ago, looking up information meant going to the library to check out references. Today, we don’t even type out our Google searches. We just holler at Siri or Alexa to get the answers, products and media we want.
In a survey by PwC, nearly four out of five surveyed customers customers say that they want experiences that are speedy, convenient and helpful. For businesses, reliably offering these experiences has become a constant challenge.
With 2019 already underway, why not make speed improvement one of your key objectives for the year ahead? Here are five strategies you can apply to speed up your processes as we get ready to zoom through another year.
1. Maximise your real-time social media opportunities
Knowing what delights customers most is a huge component of business leadership. Data from the 2018 Sprout Social Index suggests that there’s a widening disconnect between what brands’ social media profiles are posting about (61 percent of the 2,000 social marketers surveyed favoured teaching, while 58 percent favoured telling stories) and what customers want (73 percent of the 1,200 surveyed prefer deals, while 60 percent prefer posts showcasing new products and services).
So, how can you improve your organisation’s ability to discern what the market really wants right now? Conducting your own market surveys can help, but it’s a resource-heavy solution that yields dubious insights. Social listening, on the other hand, allows marketers to follow what people are saying about your industry, products, and competitors.
I’ve used solutions like SentiOne that can track such mentions across social platforms and online communities in real-time. Armed with this information, you’d be able to act on customer issues in a timely manner and even launch targeted campaigns that speak directly to customers’ interests with precision. It’s also a useful way to know what new features or products to roll-out or at least give you the starting point to start your market research.
2. Shorten time to delivery
Customers don’t like waiting for their online orders to arrive at their doorsteps. Last year, the maximum time that e-commerce buyers found acceptable for orders with free shipping was just 4.5 days, as reported by Emarketing. If they’re paying for shipping, they expect to receive their packages even sooner.
Having the ability to expedite delivery can be a major differentiator, but it’s a tall order if you’re a smaller enterprise. Thankfully, as the independent e-commerce economy has grown, so has the ecosystem of logistics services empowering the industry.
Using a third-party, fully white label-ready fulfillment partner gives you the capability to offer two-day shipping, without being dependent on Amazon.
Industry leader ShipBob, for one, can store your inventory in a network of shared warehouses around the country, so that products are ready to ship, with maximum proximity, as soon as your customers check out. Better fulfillment partners integrate directly with leading shopping cart systems like Shopify and WooCommerce and can save you and customers massive amounts of wait time.
3. Maintain a bird’s eye view of your business
With competition seemingly getting tougher every year, in 2019 your ability to make quick but informed decisions has become mission-critical. However, getting hold of the necessary information may require pulling data from dozens of sources, each with its own interface, before you are able to generate reports that are comprehensive enough to act upon.
A consolidated business data resource can provide you with an integrated dashboard that pools together information from all the platforms you use for social media, sales, project management, finance and marketing.
Even if you use separate services like HubSpot, MailChimp and Twitter, Rivery.io’s platform, for example, can aggregate real-time information from your accounts and even push metrics to the data repository of your choice.
You can’t afford to get stuck in the nitty-gritty anymore. Keep an eye on the trends that matter, so you can make smarter strategic decisions on the fly. I also like to use tools like Kipfolio, for interactive business dashboards that give me a pulse on everything from sales to accounting to marketing spend.
4. Accompany your customers on their journeys
As reported by Strategy and PwC, three out of four surveyed buyers in the U.S. say that customer experience is a major factor in their shopping decisions, citing speed and ease as their most valued factors. Yet, despite the efforts of developers and designers to create intuitive interfaces, some customers, especially those who lack tech savvy, have been known to hit roadblocks on their paths to purchase.
To avoid alienating these customers, you can ease access to your interface with an interactive walkthrough solution. Offering onsite chat, either automated or human-driven, can help maximise a sense of accessibility and trust, shortening the time to convert prospects into customers.
This type of “digital adoption” hand-holding can be a major game changer, especially if your sales prospects are less comfortable experimenting in digital environments. There are all types of new chatbot software tools that can be used for streamlining these conversations and navigating customers. We’ve used Drift across my various companies and found it works well.
5. Minimise slowdowns caused by absenteeism
Team productivity gets compromised due to staff taking unexpected time off can derail your entire operation. If you can’t find someone else to quickly step in and pick up the slack, it can be hard to fulfill orders and maintain pace on projects.
Using workforce management platforms can help you sort out staffing and scheduling issues, largely on autopilot.
Deputy, for instance, has functionalities that can help line up shift replacements when someone suddenly needs time off. Using the employee-facing app, team members can inform HR with just a few taps that they’ll be out, and the scheduling system automatically dispatches push notifications to others who have similar skills, asking for substitutions that can often be lined up before you even know they were needed.
Absenteeism was a big issue for one of the nonprofits I’m involved with and tools like Deputy have helped us to make necessary adjustments on the fly. Don’t let people interfere with your systems. Manage the systems that manage the people.
Be quick and nimble
Today’s business landscape moves at breakneck speed. But, things always go wrong. For your startups and scaling businesses to keep pace in the coming year, you need to be prepared, with systems in place to expedite processes and minimise the impact of bumps in the road. I wish you a prosperous 2019!
This article was originally posted here on Entrepreneur.com.
The Power Of Non-monetary Staff Incentives
Aim to align business and individual goals through a balance of monetary and non-monetary rewards, and you’ll soon see a massive impact on the bottom line and staff morale. There can be no greater incentive than that.
Maslow’s Hierarchy of Needs, one of the best-known theories of motivation, suggests that humans are motivated to fulfil basic needs – like food, shelter, and safety – before striving to satisfy more complex needs: health, companionship, self-esteem, and self-actualisation.
So, we get jobs to satisfy our basic needs. Then, with food in our stomachs and decent rest, we start to crave fulfilment in things money can’t buy: appreciation and respect, making a valuable contribution to the world, and – the Holy Grail of motivation – using our talents and abilities to achieve our full potential.
It’s no coincidence that the best companies to work for have and share a clear direction, offer challenging work, and entrench appealing cultures. Their employees feel valued and are empowered through opportunities for advancement and expressions of gratitude.
This is why we can’t assume that giving people more money will make them work harder.
Money means little if staff are overworked and don’t have the time or energy to enjoy the financial rewards they receive. People also respond better to incentives that address their psychological need for acceptance, appreciation, and accomplishment. Let’s look briefly at the ways in which organisations can show appreciation for a job well done.
Show me the money?
Part of what makes us individuals is the fact that we’re motivated by different things. A graduate will appreciate a cash bonus. A new mother might also appreciate more money – but money can’t buy her more time with her baby. Flexible working hours can.
In fact, studies suggest that the effects of monetary rewards are short-lived because people don’t differentiate cash bonuses from their normal pay. Extra money is quickly sucked up by household expenses and debt – i.e. by working to fulfil our basic needs.
Now, that’s not to say that we should discount monetary rewards. I believe there’s a time and place for both – and your business and culture are two of the biggest deciding factors.
The industry you’re in and the type of work an employee does dictates the incentives you should offer. Some roles – like commission work – require a more financially motivated incentive system to ensure the smooth running of the business and to achieve personal targets. Salespeople bring in business, profit grows, salespeople are rewarded financially.
But admin and marketing staff, for example, receive set salaries and not commissions, so they can be acknowledged for excellent customer service or for improving an inefficient administration process. For them, training courses, movie tickets, vouchers, or even time off to pursue a personal passion project might offer a bigger thrill than money.
Any incentive programme must align with your company’s goals to ensure that the group works towards the same outcome. Employees are more likely to take ownership of their roles and responsibilities when their contribution to the bigger picture is acknowledged and rewarded. And, in pursuit of their own excellence, the business’s interests naturally benefit.
Successful reward programmes balance intrinsic and extrinsic motivation (when we do something because it aligns with our values and because we want the reward).
Getting this balance right is critical to retaining talent. Being passionate about work is one thing, but passion doesn’t pay the bills. Just as dangerous is having a workforce that’s only motivated by money but produces mediocre work. The magic happens when we reward employees for the outcomes of their passion: Happier customers and a healthier bottom line.
The sweet spot lies in incentivising positive behaviours as much as goal achievement. The behaviour might not be directly linked to the financial performance of the company but there may be other obvious benefits, like improved morale or an attractive company culture.
The power of gratitude
Positive behaviours needn’t be rewarded with money or redeemable points. A simple ‘thank you’ goes a long way. One study noted a 50% increase in the amount of additional help being offered as a result of appreciation, suggesting that motivation extends past material things. And a boost in self-esteem ticks all the right boxes in Maslow’s fourth level of needs.
Although basic, recognition and appreciation are often overlooked motivators. The same study found that only 15% of us consistently say ‘thank you’ at work. According to another study, 79% of employees quit their jobs because they didn’t feel appreciated.
Positive behaviours can be subtly reinforced using tactics like leader boards, employee-of-the-month posters, floating trophies, free lunch, or time off. It’s the little things that count.
As individuals get older and enter different phases of our lives, there’s an evolution in the things that motivate them. As leaders, we need to build meaningful relationships with our staff, to better understand what motivates an individual today, not what motivated them five years ago. This depends on constant communication and open engagement and feedback.
Bottom line? We need to think differently about motivation and to apply creativity and innovation to company incentive programmes. Aim to align business and individual goals through a balance of monetary and non-monetary rewards, and you’ll soon see a massive impact on the bottom line and staff morale. There can be no greater incentive than that.
Listen To Lead – Giving Staff Space To Speak Can Pay Dividends
Are you listening or hearing your staff?
Excitement, vision and determination are all great qualities for an entrepreneur, particularly when you are setting up your business. But when you move into the consolidation and then growth phases, they could backfire.
It may come as a surprise to you that such positive qualities could ever cause any negatives. But once you have driven every last muscle to get your business up and running, you need to transition yourself into managing it. For that, you need to work as hard on your people skills as you did on your start-up.
It is true that decisiveness is a key attribute of a successful manager but your decisions must be based on solid evidence and intelligence you have gathered. Try as you might, you cannot be everywhere in the business at once and so you need to soak up and sort out the observations related to you by your staff.
Make a point of being seen regularly on your shop or factory floor and chatting in a relaxed, non-judgemental way with your staff and any customers who may be around. Stalking around saying nothing is just as intimidating to your staff as the habit that some bosses have of appearing very infrequently simply to bawl people out.
People skills are so critical because it is people who buy your product and people who work for you. Whichever way you look at it, your business is people-driven.
So to win the loyalty of your shareholders, customers or surveyors, you need to show that you treat all people with the respect each one deserves and can mix positively with each and every one. Getting to know your staff in this way will develop in you the subtleties of emotional intelligence, a skill that is vital to your ultimate success.
With emotional intelligence, you will be able to adapt your management style to achieve the best results from each individual. You will know instinctively when a staff member needs a few words of encouragement or comfort, or when and how much to push to get the best out of them – perhaps even more than they knew that they had to give.
At Cash Converters SA, all our managers are expected to polish their people skills to achieve the best for themselves and the staff reporting to them. Even our top management team is not exempt and makes a point of putting a day or two aside each month to visit a different franchisee round the country.
That way we can help mentor and coach them to deal with any management problems that they may be encountering. From a corporate and strategic point of view, we can also check that the corporate branding is on track and listen to feedback on whether any new lines are working well or not and to suggestions for new brand extensions or even new and complementary income streams.
In that way, an apparently soft skill can make your business even more competitive. By insisting on strong people skills among your staff, you will build a more harmonious working place. To complement this, incorporate relevant feedback into your planning. This will have a positive impact on the bottom line, which is exactly what leaders want to achieve.
So keep quiet and listen as much as you can. Make a point of not anxiously filling nervous silences with hasty instructions or long technical lectures. Then you will benefit the business by hearing what your staff need to get the job done and who is blossoming into a promising talent.
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