Defining Engagement To Motivate Your SquadTBOP2017 ⋅ 4:55 ⋅ Filmed May 11, 2017
What motivates your colleagues and employees? Is it more snacks in the break room? Is it bean bag chairs or a pool table? Will adding these perks help you engage your staff? Derek Sidebottom encourages you to let go of this wishful thinking — and focus on the real (and oftentimes challenging) task of defining the company’s mission and vision and recruiting, hiring, promoting and firing based that. Because real engagement doesn’t come from treats and perks — it comes from digging deep and building a highly motivated team driven by your company’s purpose.TRANSCRIPT
This is a wonderful model, it's the fourth tool I would like to leave you with today. On the left, it's by a company called BlessingWhite, it's a consulting company. The concept is straightforward. I was having a conversation offline a little bit earlier talking through it and yet, we don't do it naturally. The concept is straightforward.
[00:23] Under the Engagement X, how people are actually motivated; they are not motivated by burritos, they are not motivated by pool tables, they are not motivated by hammocks, they are not motivated by bicycles. They are not motivated by any of those things on the right. Those are nice but that's not what motivates them.
[00:39] What motivates them is what's on the left. What does the company need? Vision, values, goals and finding the absolute crossroads of what that individual is looking for. Individual needs. So if you can find the crossroads of employee success - individual success - what they are looking for and company interest. You've got highly-engaged people. If you've got highly-engaged multipliers, look out, you only need one or two of those.
[01:12] I use this model with basically all of my clients and all the organizations I talk to. The managers as they start to talk to their employees, start to realize, ‘Gosh, I didn't realize I had to pay attention to what people want themselves. I thought I could just tell them what to do and give them goals and they would do that’. And so, it's absolutely crystally clear important that you lay this down at as the architect of your team that this is how you're going to define engagement as a culture of achievement and not a culture of entitlement. I've got some nodding over there. Actually, what's interesting for the cameras at home, there's a lot of people in the audience nodding and I'm like, ‘yeah, you're all thinking about people you know and you're all thinking about companies you work with’. I speak the truth.
[02:05] On the disengaged side, worth spending a few more minutes. The Almost Engaged are people who are like, ‘Yeah, you're getting me to do things I need to do and it's kind of in line with what I'm doing. Maybe, I'd like a break’. The Honeymooners & Hamsters are essentially too brand new to know any better. The Crash & Burners are unfortunately, people who are not really getting any individual sanctification at all but they're just doing to same job over and over again. I think we've had a discussion a lot today about finding what it is that you want to do and then do it really well. The Crash & Burners tend to be people are really struggling with ‘I don't like what I'm doing, I'm on a day job and I'm just doing it because I kind of have to do it’. As a leader, it might be nice having those people there but they're only half valuable. Then the ultimate, terrible quadrant to be in, The Disengaged. You're really not doing much for the company and you're really not very happy either. Hopefully, none of you are in this type of role and if you are, I encourage you to reset, look at something new to do. As a leader this is terrible, you don't want 30 of those people your bus. So set a culture of achievement right from day 1.
[03:18] Make engagement way more than dollars. It's interesting, you think about like all top performers I've ever worked with anytime at all, they tend to prefer achievement over entitlement cultures. Right? You like working with teams who are awesome, that inspire you, where you're like, ‘wow, I really learned something from you today’. When you're an employee, you're like, ‘OK, that's great’ but as an architect of the organization and as an entrepreneur, you're the only who's responsible for putting these people on the team. Way more then job description, define that deal upfront.
[04:01] Again, I've been in a few too many orgs that start to try to replicate the Google success are like, ‘I know, I'm going to give them all free lunch. That will make me a Google’. That's not true. You've got to actually get deeper than that and define the deal. What are you actually going to get out of my organization?
[04:18] Some of our teams today are so values, mission and purpose-driven, like you want to help them. You want to part of what they're doing. Right? They've got a natural hook. Sometimes, you're in organizations where you don't have a natural hook and you've got to look for it a little bit more. The point is defined that deal, work on the brand, offer it up, then deliver it.