This fascinating book starts with some scary statistics from global and US Gallup surveys,

 – 80% of workers don’t feel that they can be their best at work

 – 70% are not engaged at work and 17% of this group are actively disengaged

 – 87% of the US workforce is not able to contribute to their full potential as they don’t have passion for their work

 

 

The author, Daniel M. Cable suggests that employees lack of engagement isn’t really a motivational problem but a biological one. Daniel explains that many organisations are deactivating the part of our brain called the Seeking System. Our Seeking Systems create the natural impulse to explore our worlds, learn about our environment and extract meaning from our circumstances. When our Seeking System is activated, dopamine is released and we feel more motivated, purposeful and zestful, we feel more alive. Daniel continues to explain that exploring, experimenting and learning is the way we were designed to live and work!

I can’t help but draw comparisons between activation of the Seeking System and the ‘Respect for People’ element of Lean Philosophy. One of Lean’s core principles is Respect for and Development of People. This is achieved through embedding a culture of systematic problem solving (exploring and experimenting) and continuous and supported learning and development.

Daniel explains that most organisations deactivate their employees Seeking Systems and activate their fear systems which narrows their perception and encourages their submission. Under these conditions, people become cautious, anxious and weary even though they want to feel lit up and creative. This can cause ill health effects which in turn causes disengagement. Disengagement is our bodies way of telling us our human potential is being wasted reminding me of the 8th Lean Waste ‘Underutilised Talent’ which for me is the most wasteful of all the Lean wastes.

More than ever companies need employee’s innovation, creativity, insights, new ways of working and enthusiasm. Daniel explains that to activate the Seeking System in our teams we must first understand the 3 triggers for the Seeking System which are Self-Expression, Experimentation & Purpose.

Self-Expression – Self-expression is described as bringing the best version of yourself to work. The Oxford Dictionary refers to Self-Expression as ‘The expression of one’s feelings, thoughts, or ideas, especially in writing, art, music, or dance’. The more we express who we truly are the happier we will be! I wonder how many workplaces support true self-expression?

Experimentation  – Experimentation is described as exploring and learning – the agility, resilience and willingness to experiment – this is what most employees want and what effective Leaders want for their teams. Problem solving is the perfect example of experimentation. Teams must have time and space to evaluate their problems, think about solutions and experiment with implementing these solutions. There is no company free from problems which makes it so important to train employees in problem solving and utilise their limitless capabilities.

Purpose – The feeling of purpose ignites when we see the cause and effect of our roles and how our unique roles are necessary to other people. We all like to think we are part of something!

– purpose helps employees experience the impact of their work

– purpose is energising and increases our dopamine

– purpose increases our enthusiasm, intrinsic motivation and resilience

– purpose helps employees focus on the joy of their work

I’m always pleasantly surprised when I read a book that mentions Lean especially when it is discussed in the correct context of Lean as a growth Strategy and Culture. In chapter 5 Daniel introduces us to a company where the implementation of Lean activated employees Seeking Systems through experimentation.

Daniel starts the story as a company faces closure due to increasing defects, customer complaints and the rising costs associated with these. A few months after the news, the company introduced the manufacturing team to ‘Lean Manufacturing’ through a series of workshops to reduce defects and keep the plant open. The teams were unhappy, sceptical and apprehensive before the workshops which is in stark contrast to what they felt after the workshops.

The Lean concept of ‘Pull’ was explained and demonstrated to the team members by two facilitators. These facilitators didn’t just divulge information to the team, they asked the team for their input and listened to what they had to say.  Over 2 days more concepts of Lean were introduced to the team and the cycle of shared learnings, involvement and listening continued. At the end of the workshops the new and improved process built by the team delivered outstanding results – increased productivity, fewer defects, less stress, lower inventory with the added benefits that the team were enthusiastic about the changes. They were playful, energised and were very much looking forward to seeing how their new process would work.

The story of how this new and improved process was implemented is uplifting and really goes to show if you involve teams in the process of improving their own work, there are no limits to what they can and will achieve.

Chapter 7 is my favourite chapter of the book. In this chapter, Daniel speaks about servant Leadership and how Leaders should see themselves as humble servants. Daniel uses an example of a humble servant Leader who transformed the people and profits of a Chinese Bank. This example of humble and servant Leadership highlights the following truths,

• Leaders who lead by experimenting, being humble and learning from employees are much more effective than Leaders who lead through hierarchy
• employees do not move much by KPIs and reward/penalty – these cause small changes. Employees move in larger ways by noble purpose, emotional connection, experimenting with new things and leading by example
• imposing authority is not the way to engage employees in positive company change
• humans are not perfect but must explore, fail and practise in order to improve and learn
• when Leaders show they don’t have all the answers and that they too are learning, this creates a learning culture
• humble Leaders help others seek their potential and experiment towards that potential
• humble Leaders model how to grow and develop by acknowledging mistakes and limitations and being open to listening, observing, and learning by doing

One of my favourite quotes in the book sums up what servant Leadership is all about,

‘Managers do not create value unless they are serving the employees who create the value’

This is an incredible book jam packed with wisdom. I highly recommend it if you and your colleagues want to feel ‘Alive at Work’!!

Thanks for reading, check out my free e-book ‘The A-Z of Effective Change’ by entering your e-mail address below,

Siobhain

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