Interview with Terri Kelly President and CEO of Gore and Associates
Interview with Daniel Pink author of Drive and white house speechwriter.
Ladder vs Lattice organizations
We all want to connect with each other..every one is interconected not one rung above the other.
Ownership comes when leaders don't tell others what to do and when all are equally committed.
"We vote with our feet. If you call a meeting and people show up, you're a leader." Rick Buckingham of Gore
Team members vote on who is making the greatest contribution to the team.
After the vote, they plot compensation. The leaders making the most are the ones voted the highest on the scale.
The company has more coaches than bosses.
They keep their plants at 250 people per site. There is more engagement and ownership in smaller plants. When you have ofver a thousand it doesn't have personality and ownership.
They try to keep between 100 and 150 associates at each site with no more than 250.
If you are going to consider an action/decision that will put the company at risk.. drill holes only above the waterline.. and drill as many as you want above but not below.
You are olny a leader if people want to follow you. and they have not arrived they have to continue to gain followership over time.
One of the responsibilities of leaders is to figure out how we can divide so that we can multiply
Coach others without placing yourself as a necessary piece of their growth.
Gore Values: 1) Belief in individuals 2) Power of small teams 3) We're all in the same boat 4) take the long-term view.
To be innovative you have to create an environment of collaboration.
People have three drives.
People have biological drives.
They also have reward and punishment drive.
People do things because they are interesting, and they want to do it, and want to be part of something larger then themselves.
A larger reward led to worse performance. What?!?
If then rewards work well for simple tasks ..eliminate distractions and get the job done.
They don't work well for complicated creative tasks...
It then rewards give you tunnel vision
carrots and sticks leading us down the wrong path
A problem in organizations is that we make the wrong assumptions about each other.
1. Human beings are machines (semi-sophicated robots) Not true!
2. Human beings are blobs. (if i don't threaten or encourage these people with carrots and sticks they will do nothing)
find a two year old who is passive and inert..the default setting is to be active and engaged...but our essence as human
What does work for complicated creative tasks to get enduring motivation.
is an enduring motivator.
Management is a technology from the 1850's. It is a technology designed to get compliance. But we don't want compliance we want engagement. Management leads to compliance but self-direction leads to engagement.
Autonomy over their time, team, task and technique leads to engagement.
Spend 20 percent of the time working on anything they want. (scaffold this...start small..training wheels)
People love to get better at things. And this is underused in most organizations.
Making progress is the single best motivator. getting better..contributing more..
managers should help people see their progress.. and it's free
Flow.. delicious moments in our life when the challenge is so right for us that we lose ourself in time
To achieve mastery, you must get feedback and the workplace is the place where you usually get the least.
Yearly performance reviews don't do this.. do it to yourself...make goals and check up on them monthly
We are seeing the limits of the profit motive.
When profit is above purpose bad things happen.. bad morally and less innovative...
Instead of telling the non-profits to act like a business tell the business to act like a non-profit.
Diagnostic tool....listen for pronouns.. we or they....big correlation between we and high performance
How do you change..
Every good change begins with a conversation.every social movement and every romance.
Thanks for changing the world!