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The default is not drive, be driven by lead Not taking responsibility on their own but being responsible for what’s delegated. So early leaders struggle with the expectation of driving teams and their default of being driven by lead

Keep it low

I had a very bad option on targets. But I understand it’s what keeps the roof on the organisation and all the people in it.

What people believe determine what people achieve – Self there’s Mastery is a mindset Entity theory – Intelligence is fixed – want to look like masters without effort (type X) Incremental theory – Intelligence grows – want to really master (type i) Mastery is a pain Mastery hurts Mundanity of mastery Grid is as essential […]

Team 3.0 assumes Type I people: Accountable people want autonomy Controlled people given autonomy will struggle Course of human being history people wanted to freedom Mastery: Control leads to Compliance (Carrots and Sticks) Physical Survival but Not Self fulfilment Autonomy leads to engagement Compliance might get you through the day but engagement will get you […]

We have to get the default type I behaviour instead of creating it, we need to allow it to surface. Autonomous and controlled motivation Autonomous means acting with choice Self direction FedEx days at atlassian Next 6 months 20% in their own direction Autonomy over 4 aspects of work What people do When How Whom […]

Autonomy Self direction Working on their own terms Rowe: results only work environment No schedule, No office: get work done Creating conditions for people to do their best work Gunter thinks: Money is a threshold motivator Not employees they are partners Management 2.0 is basically Control and Extrinsic 6 month old are curious and self […]

Self determination theory Psychological Needs Competence Autonomy Relatedness If liberated, you achieve more Type A and B Freedman & Rosaman A: hurried and time urgency B: relaxed Theory x and y Mc gregor Type X type i Type X extrinsic motivation 2.0 2nd drive Type I introducing intrinsic 3rd drive Type X is made: Coal […]

Commissions are enabling or not Can’t incentivise creative work     Baseline had to be fair     Autonomy mastery purpose Now that over if then : reward as a bonus (Now that bonus means after work is done) Repeated now that can become Non tangible rewards: Praise, feedback, useful information

Carrots and Sticks work when Given: Baseline rewards are adequate and fair External rewards can work: Is the task at hand a routine/dull tasks   Rewards can boost performance Increase the task fun, variety, help master other skills (make work play) Party, gifts, small incentive per task Deep thinking is not needed, does not inspire […]

People have to earn a living  – base line Tom Sawer effect: Work – obliged Play – non obliged Contingent rewards – If this then Rewards Convert play into work    Give up autonomy they are no longer in control Tangible rewards hold negative effect on intrinsic motivation If extrinsic financial rewards are used you […]