When my husband was a child, he couldn’t understand why his older brother would voluntarily go to Hebrew School. Worried he would face the same fate, he asked his mother if he would have to go at some point too.
“When you want to know what it means to be Jewish, then I’ll send you to Hebrew School,” his mother told him. Great, my husband thought, all I have to do is never utter those words and I’m home free.
His brother’s bar mitzvah: a huge, lavish party at an expensive hotel, with dancing, food, drinks, laughter, friends, family, and most importantly…TONS OF PRESENTS and MONEY.
The next day, my husband, eight years old at the time, said to his mother, “I want to know what it means to be Jewish.” And off he went to Hebrew School for five years, at the end of which he got his party, his presents, and some cash.
Cut to the present: He has not stepped foot inside a temple since.
I offer this parable to illustrate the effect of extrinsic motivation in the workplace, that being that the offer of rewards — bonuses, raises — do not create employee engagement, retention, or loyalty. With our eye on the prize, we will work towards the reward dangling in front of us until we get it — we will do the bare minimum to get it — and then we will move on to greener pastures.
This is in opposition to intrinsic motivation, which is inspiring someone from within, when an employee wants to do a good job out of a personal and professional sense of integrity. They want to do a good job for the company and for themselves because they find meaning in their work and that meaning gives them a sense of purpose in life.
It is up to the individual to come to work desiring meaning in their work, but it is also up to the leader to inspire from within.
Neuroscientist Patrick Haggard, at University College London, studied the effects of intentional action vs action that is performed because of directives. What he discovered is that intentional action creates a warped sense of time.
If, for example, you have a button that makes a sound and you intentionally press that button to make the sound you will think the sound comes much quicker than it actually does (a phenomenon called “intentional binding”). This warped sense of time is absent from those who press the button because they’re told to; they have a clear sense of the time interval between the button being pressed and the sound created.
This warped time factor can be neurally recorded and this “neural signature,” as Gopnik put it, is how neuroscientists determine whether an individual feels a sense of agency or not with their decisions.
In their studies, whenever a subject was told to do something the intentional binding neural signature was absent. When a subject acted out of their own free will the intentional binding neural signature was present.
To be clear, If we feel a sense of agency, the neural signature of not being aware of time intervals is present; if we don’t feel a sense of agency the neural signature is absent and we clearly remember the time intervals between action and the result of that action.
The end result is that when the neural signature is absent the subject doesn’t feel as though the decision to, say, press the button was their own. It was an order given to them. And as such they don’t feel like it was they who did it.
The more agency you give your employees the more they will feel that they themselves are doing the work, they are creating and assigning the value to their work, and this motivates them from within because they have a sense of free will.
If their job solely consists of taking orders and doing what they are told they will feel a lack of agency, and this lack of agency will create a gap between themselves and the work being done. They will not feel invested, like their own mind was being used, like they are making their own decisions and creating meaningful work on their own.
They will grow bored, feeling untapped. They will work to not be punished. They will work for the paycheck, and the paycheck only goes so far. You will create employees who feel no sense of loyalty and will not experience any guilt over leaving you high and dry should something better come along.
You want to create an aligned, harmonious culture where the people are engaged and feel a sense of loyalty to the work.
Doing so requires replacing our habitual, unconscious day-to-day behavior with a conscious relational philosophy built on heightened social awareness and skillful relationship management. It’s called having a relational philosophy. Here are some tips for doing just that:
7. Hire for cultural fit. You’re building a clan. It behooves you to hire with personality in mind, not just credentials. We spend most of our lives with our coworkers, it thus makes sense for these people to be our friends, people with whom we’d like to get a drink and spend time with outside of work. For proof of concept, look to Zappos. I recommend reading Tony Hsieh’s Delivering Happiness.
8. Be flexible. For instance, if a remote work situation produces good results from a valued employee, work out an arrangement that works for all parties. Saying no just because it’s never happened before is spiteful. If you can’t reward with money, maybe there are other things you can do to show appreciation — be creative! Think outside of the box.
The tale of Sisyphus is oft-used as a metaphor for drudgery and drone office work. We can all potentially turn into — or feel like we are being turned into — Sisyphus, taking repetitive orders to complete mindless tasks ad nauseum.
But we don’t have to live that way. Our work lives don’t have to be mindless, hopeless struggles. Leaders should play a major role in that pursuit: create meaning in the workplace to the best of your ability, acknowledge successes, and reward the struggle.
I would love to hear about your own experiences with either experiencing or creating meaningful work and workplace cultures!
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Nicole Lipkin, Psy.D., MBA is an organizational psychologist and the CEO of Equilibria Leadership Consulting. She is the author of “What Keeps Leaders Up At Night” and the co-author of “Y in the Workplace: Managing the ‘Me First’ Generation.”
Originally published at medium.com