“And what is it to work with love? It is to weave the cloth with threads drawn from your heart, even as if your beloved were to wear that cloth.
It is to build a house with affection, even as if your beloved were to dwell in that house.
It is to sow seeds with tenderness and reap the harvest with joy, even as if your beloved were to eat the fruit.
It is to charge all things you fashion with a breath of your own spirit, And to know that all the blessed dead are standing about you and watching.”
(Kahlil Gibran – The Prophet, 1923)
While Kahlil Gibran was able to wax lyrical about the virtues of work, the majority of employees do not feel this sort of passion for their work. We are more likely to hear “I hate my job,” or “My job is killing me,” than “I love my job and my work fulfils me.”
Modern society tends to define us by what we do for a living; our vocation is a massive part of who we are. We spend so much of our time and the best years of our adult lives working, so it is imperative that we find something that we can love.
Related: This Is Going To Be A Kick-Ass Week
Would you want to be defined by a job that you merely tolerate? Or even despise?
At the same time, we – as a society that holds prestige and money in such high regard – should not push school leavers into fields of study because of financial gain or prestige; they should be encouraged to find something that brings them JOY! They should be reminded of the quote (often attributed to Confucius but there is uncertainty as to its origin) “Choose a job you love and you will never have to work a day in your life.”
On a recent trip, I had the riveting experience of engaging with someone who clearly LOVED his work. This tour guide had the most infectious passion for what he was doing. He spends every day conveying (I assume) the same information to groups of tourists at a fairly small attraction. Not for one moment did I feel that he was merely reciting what he had been instructed to. Nothing in the way he behaved gave us the impression that he found his job mundane. He made the experience. We hung onto his every word and the magic of the place was only enhanced by his attitude.
This got me thinking… how can we get our employees and colleagues to be this excited about what we do?
More and more companies have acknowledged the importance of creating a work environment that people productively enjoy and that this is great for the bottom line.
A 2013 report by Gallup Inc. revealed that only 30% of the U.S. workforce is “engaged” in their work — this means that they are passionate about their work and feel strongly committed to their companies. The other 70% percent are either “not engaged” (those who are “checked out,” putting in time but without much energy or passion) or “actively disengaged” (act out on their unhappiness, taking up more of their managers’ time and undermining what their co-workers accomplish).
The report goes on to say that actively disengaged workers are more likely to steal from their organisations, negatively influence co-workers, miss workdays and drive customers away. According to Gallup, active disengagement costs U.S. companies $450 billion to $550 billion per year!
So how do we, as HR professionals, motivate or engage our employees, not just in the interests of their productivity and our companies’ bottom lines, but so that they can have that sense of fulfilment and joy?
According to Taylor Smith, American entrepreneur, “Today’s employee needs more than a steady job, good pay, and benefits to love their jobs. They have to see work as a place they enjoy going, where they can work on things that they feel are important, and then feel valued for doing that work.”
We have learned that some of the most effective methods of improving job satisfaction are
- Flexible scheduling which allows staff to take advantage of technology to be able to work from a convenient location and work around the schedule of their family lives;
- Effective management(a topic which has warranted the publication of thousands of books!);
- Employee influence which relates to allowing the employee to have a voice in the organization and allowing creativity. (It is interesting to note that none of the top five methods relates to remuneration!)
- Professional development – employers need to identify the strengths of employees and develop them. A People Accelerator has been introduced at NATIVE VML to drive the capacity of the company by identifying skills gaps and find smart ways to fill them. This person works closely with line managers to challenge, grow and retain great people.
It is better to love your work and earn less money or have to work longer hours than to tolerate a job simply because it is convenient or because it pays well. Loving what you do will be better for the business and better for your own health and wellbeing. And as clichéd as this is, it is worth reminding ourselves of this: If you can’t change your job, change your attitude!
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Why You Should Gamify Your Business
Businesses do not succeed unless we understand why they operate and what their founder’s intentions are for creating the business.
Sweat pouring down his forehead, staring intently at the chessboard, an anxious Bobby Fischer faces imminent defeat. A few uncharacteristic blunders at the beginning of the game has the audience on pins and needles. It’s the height of the cold war and a stalemate between Boris Spassky has an unnatural weight for a chess match. The cameras cramp the space, distracting Fischer and causing him to throw the game. Then another.
Anxiety is higher than ever. Finally, Fischer demands that cameras stop piercing the so-called “Match of the Century.” Then, suddenly, he began to win. He won again and again until finally, he was unstoppable. Final score: Fischer, 12 and one half, Spassky, 8 and one half. Fischer was now the undisputed world champion and the world couldn’t stop talking about it.
Why games motivate us so deeply
How could a game, a game that later wasn’t even televised, capture the world’s attention? How could a simple chess match capture the imagination of an entire generation?
Games are powerful things. Unlike real life, games have clear goals, constant coaching, and immediate feedback. There are points, winners, losers, upsets, dark horses, and reigning champions. Everything is organised in a refreshingly understandable, trackable way. Experiences are tallied into points, matches are organised into tournaments with the promise of prizes, advancement, and adulation.
Gamification, in this sense, is actually quite old. It has been practiced for generations. For time immemorial, games have taught us important skills, both technical and social. Now, however, a few game changers are using gamification to create outstanding products and drive business goals.
How gamifying a business task works
In business practices, you can use gamification to help motivate employees and to understand the motivations of your customers, clients, and business partners. When put into practice, this can mean major surges in productivity and profitability. Think about it: We often have friendly competitions among team members to help motivate them to perform to the best of their ability. This is a simple gamification strategy that can be implemented in any business to a wonderful result.
Gamification, according to Yu-kai Chou, author of Actionable Gamification and pioneer within the gamification industry, is a mixture of game design, gaming dynamics, motivational psychology, user experience design, neurobiology, technology platforms, and behavioural economics. This may sound like a loose classification of complex and disparate fields, but it’s actually an adept definition of an all-encompassing philosophy on life and what motivates us to do what we do in our daily lives.
The drives that motivate us
What about gamification makes the philosophy so effective? There are eight core principles that are considered what is called the “octalysis,” a conceptualisation created by Yu-kai Chou. Basically, Chou posits that eight core drives motivate us in every facet of our lives. Not only can we use these drives in our personal lives, we can also use them in our work and business lives.
A mixture of drives can give us varying degrees of interest, dedication, and motivation. These core drives are as follows according to the octalysis: meaning, accomplishment, empowerment, ownership, social influence, unpredictability, scarcity, and avoidance.
The last three mentioned on the list can be used in negative ways to achieve participation. For example, using avoidance, or the feeling that you must act in order not to lose something can cause people to feel manipulated in the long-term. However, avoidance can be built into your motivation matrix if used properly and sparingly.
Truly, each drive has to be used with context, in the same way employing avoidance has to be monitored and managed. All these motivations can be employed to help better your organisation by finding those key intrinsic and extrinsic motivators that help you accomplish your business goals.
Gamification is the simple practice of identifying motivating factors and qualifying them through a myriad of ways.
In some cases, gamification boils down to simply analysing our motivations accurately so that we can either change them or manipulate them to better serve us. There is no better arena for this time of analysis and planning than business.
Businesses do not succeed unless we understand why they operate and what their founder’s intentions are for creating the business.
Wise Words From wiGroup On Building A “Wow” Company Culture
wiGroup has three underlying visions that form the basis of the business’s culture. Bevan Ducasse calls them the 3Ps.
1. Passionate people
I loved the idea of starting a business and coming to work each day with passionate people who love what they do. Working in corporate there were too many people who just wanted to get to the weekend, and I found that really sad. You go through your whole life not enjoying what you do. One of the main books I read that got me there was Richard Branson’s Screw it, Let’s do it. His whole philosophy is about fun and loving what you do.
We even have a full-time coach that everyone can access. It’s up to you to book time with him, but everyone does, thanks to a culture of self-growth and personal development. His time is fully booked. I had to build a business case to justify the hire, but I worked out that If I increased the productivity of 100 people by 10%, you effectively have ten more people working in the business. It’s hard to put a tangible number on it, but what we’ve seen is that the productivity, attitude, leadership and personal growth equates to roughly 20% across the organisation of 150 people.
I believe that great organisations find people and make them come alive in what they’re brilliant at. There are things I don’t like or am not good at that other people love. If you’re not good at something, get the right person in. Focus on what you’re brilliant at to move the needle. But do the same for your employees. We all have aspects of the job we need to do that we don’t love, but the core of what we do should align with our passions.
2. Remarkable product
We’re passionate about building solutions that add value to people’s lives. How do we add value? We never build products for the sake of it — everything we do fulfils a purpose.
This speaks to the sustainability of the business, which ultimately comes down to balancing people, product and profit. Just chasing profit without a focus on product isn’t sustainable, and nor is looking after people and not profit. But you can never lose sight of your people either. If you’re running a company and focusing on your product IP, you’re missing the mark — this speaks to how fast things are changing. Your IP is your human capital. That is the one thing that will give you a competitive edge over five, ten or even fifteen years. The product you have now won’t give you the competitive advantage in ten years.
This vision is completely ingrained across our team: That’s what we’re about, seeing people come alive, building amazing products, and being sustainable in terms of the profits we generate.
1. There’s no such thing as an ‘aha’ moment
It’s not about one good decision I’ve made; it’s about the thousands of little decisions we make every single day as a team that make a business. For me it’s about the fundamentals that you buy into, and that’s people, products and profit. We’ve launched products that fail and others that are a huge success. To get through the failures it’s important to focus on a philosophy of how and what we want to be as a company.
2. Add value first
Our mindset is to add value. It’s the grit that pushes us through failure and keeps 150 people focused and doing great things. I am one of many people. I have a strong role, but I’m still one of many. When you’re looking outward at what you do for others, you stay motivated. A lot of what we do is helping a retailer understand how to unlock third party value. We will connect two brands who we believe could work well together, like a Discovery and a Kauai. Did you know that you could drive value to this retailer, and that retailer could add value to you? We all live in our own worlds and verticals, but knowledge is power. The greater your understanding of the landscape and synergies around you, the more value you can add.
3. Business is creativity
You need to be open and teachable and have a mindset that says ‘you’re never there, there’s always something more to learn.’ That’s how you foster creativity and innovation, by always asking what’s next, and how to make something better.
4. Never stop learning
You don’t have to read 50 books a year — two great books a year can give you incredible insights if you implement what you’ve learnt. There’s so much you can learn from the people around you too — ask questions, join networks and find a mentor.
5. Raise leaders, not followers
This is crucial. You need to find the right people, and then empower them to lead. I realised this a few years ago — if I really wanted to scale the business I needed to raise people who were leaders and wouldn’t just follow me. The top level of leadership is the ability to raise other leaders up, and that’s where we should all aspire to be.
This is a big one for me, and we learnt it the hard way. We were doing too much, we lacked focus and clarity. These are such powerful tools. If you can bring clarity to teams, you create a clear picture that everyone can follow. Delve into the details — what are you doing, why are you doing it, what does good and great look like, what are your timelines?
The clearer the picture, the exponentially higher the chances are of a team being successful. This includes targets. These shouldn’t be a shot in the dark — they should be unpacked, examined and clarified.
7. The best defense is a strong offence
Worrying about competitors serves no-one — it just keeps you up at night. Instead, you should be pushing yourself — how can we do this better? Keep looking for the next thing to do and improve, and then execute it properly. If someone disrupts us and I know we did the best we could and gave everything — I’ll sleep well at night. But if it’s because we became complacent and rested on our laurels? Well then, we deserved it.
Wasted Employee Time Adds Up: Here’s How To Fix It
Your team wouldn’t be idle if you gave them anything more important to do.
Employees want to be productive, but sometimes the allure of time-wasting activities is just too tempting. When that happens, it’s up to leaders to keep everyone on track.
According to research from Salary.com, 89 percent of employees waste at least some time at work every day. Thirty-one percent waste about 30 minutes, but the top 10 percent waste three or more hours each day. That extrapolates to more than 15 hours per week of wasted productivity, shedding light on the immense costs associated with poor time management.
The people who waste more than half their workdays on non-work activities are far beyond the help of time management training. Their employers don’t have enough work for them, or these employees need to find new roles.
This guide is for everyone else. While occasional breaks are great for the mind, excessive time waste leads to lost productivity, lower morale and decreased employee retention. Even employees who would otherwise be high performers can get caught in time-wasting traps, so leaders need to step in before things get out of hand.
To avoid low productivity and improve employee time management, follow these tips.
1. Set specific productivity goals
Employees – even the best self-starters – need objectives to work toward. Leaders who don’t set specific goals invite their workers to waste time. Whether it’s a sales quota or the creation of a new marketing campaign, give employees something concrete to achieve.
Don’t micromanage, but do provide consistent feedback to let employees know when they’re on the right track – and when they aren’t. People who don’t feel like they have the support of their managers are more likely to feel stressed than they are to feel motivated.
Give workers the tools they need, and make yourself available for questions and feedback; then, step back and let employees work toward the goals you helped them set.
2. Schedule tasks in chunks
The same type of work should take about the same amount of time to complete. Help employees create timelines for different types of projects so they know how quickly things should move across their desks.
Say your marketing team creates a lot of case studies to show potential clients. Help the team develop a schedule that follows projects from client interview to content development to graphic design. Determine how long each step in the process takes, then assign a deadline to each part of the larger task.
When employees understand how long projects take and how long it takes to complete each piece, they don’t have to scramble at the last minute. This steady stream of effort prevents workers from falling into a cycle of working overtime to compensate for earlier procrastination.
3. Show employees how their work affects the whole
Employees who waste time typically do so because they don’t see the point in working faster. To them, the company and their co-workers do just fine, no matter how well they do their job.
Related: Dealing With Employee Misconduct
In this case, the issue isn’t about time management – it’s about employee engagement. Keep employees in the loop about what the company is accomplishing, and tie their work to those achievements. Recognise the contributions of outstanding employees and departments. Constantly communicate the mission of the company and how employees help further that mission.
Financial bonuses for a job well done are nice, but people respond even more positively to personal praise. Write handwritten thank-you notes to employees who go above and beyond. Include employees on customer communications when they solve a problem or provide great service. The more employees see the effects of their work in action, the more motivated they become to work hard.
This is especially true when it comes to teams working together. Some employees struggle to see the connection between their work and the company’s objectives, but when they see how their productivity (or lack thereof) affects their co-workers, they feel more motivated to help their team thrive.
Employee time management has a cumulative effect. Engaged employees who get things done inspire others to follow suit. Those who have little to do (and those who don’t do what they should) bring others down. Use this advice to develop an office filled with productive, time-conscious teammates.
This article was originally posted here on Entrepreneur.com.
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