Why Short-Term Motivation Fails

 

What motivates you to go to work every day? Is it purpose? The paycheck? Neither one is right or wrong, but one may be better than the other.

 

When it comes to motivating employees, Daniel Pink’s book ‘Drive: The Surprising Truth About What Motivates Us’ is often regarded as the gold standard. At Ziksana, we find that the work of Lindsay McGregor and Neel Doshi in the book Primed to Perform describes positive motivational factors that we’ve found to be more useful to build manager skills with our clients.

 

Read More

A Critical Practice for Manager Success

 

Think back to a time when you felt lost at work. Perhaps you weren’t clear on a project guideline or expectations on how to succeed, perhaps you walked into a performance review and were blindsided with a critical comment. Likely you were missing some crucial guidance, some understanding of the expectations. You were probably desperate for some feedback on your performance. Yet also, perhaps you were afraid to ask for or receive that feedback before that meeting occurred.

Read More
Team Ziksana Playtank

Top 3 Things We Learned at Playtank

 

Ziksana’s March PlayTank event, “Developing Creative Teams and Cultures,” was another fantastic success! We were honored to host a diverse group of professionals for an evening of exploration, networking, and play. The evening’s design highlighted our SPARK creativity and innovation program, providing participants with a taste of the games and takeaways they would experience in the full day course. If you weren’t able to join us, here are the top three lessons from PlayTank:

 

1) Yes Means Accept, Not Agree

‘Yes, And’ is a listening tool frequently taken from improvisational theatre and applied in day to day work. The concept encourages people to build off the suggestions of others in a positive and collaborative way. At PlayTank, Ziksana facilitator Akshay Sateesh took the concept further, qualifying that saying “Yes” means accepting the other person’s idea, but it doesn’t necessarily mean you agree with that idea or are ready to move to implementation. Accepting another’s idea, concern, or critique promotes psychological safety, which creates an environment where employees are encouraged to listen (but not necessarily agree).  Implementing ideas is a later step in the innovation process that requires alignment with the business’s strategy and execution capabilities.

 

2) It Takes All Types To Make A Successful Team

Ziksana’s SPARK program uses the FourSight Thinking Profile, which helps participants discover their individual problem-solving preferences. The assessment identifies the subject as a Clarifier, Ideator, Developer, Implementer, or some combination of traits. Using the assessment in an established team can be particularly helpful in determining where they may thrive or stall in the problem-solving process. Every successful team needs a mix of preference styles to successfully take an idea from conception to an implementation that positively solves a company’s key challenges.  

 

3) Success requires a balance of Challenge and Support behaviors

Teams that know how to successfully solve problems know how to challenge assumptions and challenge each other in productive ways. They also know how to support their teammates, and how to support the best solutions, no matter where they came from. Teams that are able to practice both challenge and support communication behaviors can sustain psychological safety, a critical foundation for successful teams.

 

For more about our SPARK creativity & Innovation program click here: http://www.ziksanaconsulting.com/creative-workshops/

 

Be the first to know when we announce the date of our next PlayTank by signing up for notifications here: http://www.ziksanaconsulting.com/playtank-2018-sign-up/

Building trust at work through play

Building Trust at Work through Play

“Trust is not a default. It is work and it is intentional. It is structured and it is disciplined.” Rex Miller , Author & Culture Change Expert

 

“We need to build trust in your team to get more done.” Perhaps you’ve heard your Leader say this at some point.  It’s easy to say, but hard to do. And you’re not alone.

 

According to  PwC’s Annual Global CEO survey, in 2017, across industries, levels of distrust at work have climbed to 55%. And CEOs aren’t the only ones feeling the tension: one in three employees surveyed don’t trust their manager.

Read More