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Drive by Daniel Pink- Part III

November 21, 2011

A suggestion found in the Type I Toolkit (appendix to the book) is to “take a sagmeister (p.156),” referring to a man who has injected sabbatical years off into his working life to revamp his creativity and flow. This sounds like a fabulous idea! Although, personally, I think I might do better with a 3-6 month stint more often than one year out of every five or six years.

Another part of the Appendix included setting aside time to work on things which were not part of your daily work or part of your commissioned work. Still another part discussed “Now-That” rewards from coworkers, where coworkers have the ability to award a monetary reward ($20 or $50) when someone does something valuable or particularly challenging. This may carry deeper meaning and is not attached to a  yearly performance review. Also, holding office hours can help the movement towards overall autonomy; instead of calling people to your office, let them come to you. My favorite rule of this appendix is this: “If you think people in your organization are predisposed to rip you off…maybe you need to hire new people. (p.173)”

Promoting self-organized teams with self-decided purposes can be helpful and productive, as well. All of these ideas, and more to come, are helpful little suggestions for promoting a healthier and more motivated work place. People will be a lot happier and productive, not to mention satisfied with their jobs. Many people resent change and mostly because they cannot control it. The best way to implement a lot of the concepts in “Drive” is to start small and use pilot programs for shorter times to decide if it is the right move for your organization.

The next appendix is called “The Zen of Compensation:  Paying People the Type I Way.”

  1. Ensure Internal and External Fairness: this means paying people what they deserve relative to their coworkers and relative to their competitors. If someone feels they are not paid adequately, they will not be motivated enough to make a difference large enough to make it worth the company’s time.
  2. Pay More Than Average:  This can reduce costs in the long run because turnover drops and talent quality rises. This does not mean paying heaps more than most companies are, just enough that the talent knows they are treasured and an important part of the company. They know that their contributions are important to you.
  3. If You Use Performance Metrics, Make Them Wide-Ranging, Relevant, and Hard to Game.

Commission-based sales are hazardous to motivation and collaboration. Even salespeople surveyed by Daniel Pink said they would be happier and likely work harder and be more committed to their jobs if they were paid a flat salary. Commission pay creates a cutthroat environment in any workplace and no teamwork can occur. Not all salespeople are “coin-operated (p. 183)” Some of them can function well, based on commissioned sales. Others prefer the benefit of the doubt, that they will perform regardless of the commission they receive; they’d rather have a guaranteed paycheck.

A side-note addressed in the book about children:  do not combine chores and an allowance. An allowance gives them freedom to decide how to spend their money, chores teach them responsibility. Combining them creates a conditioned response which teaches them nothing. If you must pay them for work, make it work that is non routine, does not happen every day or every week, and only ask them to do it once or twice. Reward them for doing their chores in nonmaterial ways. Don’t overpraise them, either. Only when they earn it; same as when you are at work. You do not get praise for showing up on time to work, you get praise for the project you spend two months working on. Also, if you let children share the responsibility of teaching, they will learn and retain the knowledge better and for a longer time. Whether at home or at school, let the children tell you or explain to you how something works, and then correct them and ask them to explain to someone else.

On page 197 there is a suggested reading list of books, I will not list them, because I have to leave you SOME incentive to read the book yourselves! Seven Type I Gurus are listed here: Douglas McGregor, Peter Drucker, W. Edwards Deming, Frederick Herzberg, Jim Collins, Cali Ressler and Jody Thompson, and Gary Hamel. There is a summary, a chapter summary guide, and a discussion guide also included in the back of the book.

I am so glad I had the opportunity to share this reading experience with you! If you have any questions or comments, feel free to drop me a line! I hope, in time, we can all move towards a happier work place, even if it means not everyone moves towards this immediately!

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