Autonomy, Mastery & Purpose: Motivation For Your IT Staff

A recent email got my attention. It highlighted a blog post on the MIT Technology Review website about a video from RSA Animate (copied below) illustrating a lecture by Dan Pink (@danielpink on Twitter): "The Surprising Truth About What Motivates Us," based on his book of the same name.

What got my attention? We need to stop rewarding with a carrot and threatening with a stick. The video highlights multiple research findings that suggest knowledge workers are more motivated by autonomy, mastery and purpose than by financial reward. Pink suggests that financial incentives may actually have a detrimental impact on performance under certain circumstances.  (The research suggests money is a motivator for purely mechanical tasks but as soon as some level of cognitive processing is required to complete the task, money is secondary to other factors.)

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Does Your Organization Have A Great Internal/External Social Community?

Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.

In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.

Find out how to submit your nomination through the Forrester Groundswell blog here.

If you are a vendor and helping a client implement a social community you may nominate your client with their permission.

Good luck!

Put Your IT Staff Through Sales Training

I was recently asked about the importance of selling skills for CIOs - does a CIO need to be a good salesperson? It seems to me the answer to this should be a resounding yes. After all, IT executives need to be able to sell themselves effectively in order to attain the heights of the C-Suite. Great CIOs must be great communicators, capable of delivering a compelling presentation or a memorable speech, and inspiring others to follow them.

But what of sales skills beyond being a good presenter? Since many sales skills are focused on understanding people and connecting with them, I've found sales training to be highly effective on two levels:

  • Developing better listening skills. One of the first things you learn as a salesperson is not how to make a pitch, but how to listen to a customer - only by listening can a good salesperson effectively satisfy the needs of a prospect/customer.
  • Understanding how products/services meet the customer needs. Salespeople spend a lot of time learning about a firm's products and services; they learn how they meet the various customer needs and they learn how to present them in the best light.

So go ahead and sign up for the next sales training class being run in your organization - you may be pleasantly surprised!

Are CIOs the only people in IT needing sales skills?

I'd like to make the case for putting everyone in IT through sales training - here's why:

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Einstein And Social Media

Albert EinsteinEven though there's plenty of evidence showing the positive impact many companies are getting from leveraging a social media strategy, there are still companies rigidly refusing to develop a social media strategy. This reminds me of the early days of the Internet: there were those companies looking to embrace the Internet and develop a new kind of "e-business," and the rest, steadfastly refusing to believe the Internet would transform their business. Even as Amazon defined a new online shopping channel in retail it was amazing to see how many large retailers were slow to establish an online presence.

Back in 2000 I wrote a report urging online retailers to embrace “community” as one of three core elements of their customer strategy. Companies such as REI, which already had an online community in 2000, have learned from their experience and are surging ahead into new social media.

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Should You Pilot Enterprise Communities? Three Tips for Success

In a recent blog post called "Drop The Pilot," Andrew McAfee argues that most "Enterprise 2.0" pilots are unintentionally set up to fail. This is in part because such enterprise communities depend upon broad employee acceptance in order to be effective. This doesn't mean that collaboration platforms are only effective in organizations with tens of thousands of employees, but it certainly helps. And the challenge with pilots is that they are frequently focused on a subset of the organization -- these pilots never really have the chance to fully realize their potential. Perhaps the best pilots are those that are not limited in scale but limited in time -- they determine adoption rates over time and use the pilot to figure out how to make the final rollout more successful.

In his blog post McAfee goes on to suggest six steps toward effective deployment which gel nicely with the key lessons learned from the United Business Media (UBM) case study published recently. McAfee suggests you should:

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The Fed CIO Looks To The Cloud - Should You?

Federal CIO Vivek Kundra’s recent presentation to the Brookings Institution outlined how the US administration is moving to a “Cloud-first” approach to consolidating the US government technology infrastructure. Since the US government is the largest buyer of information technology in the world, spending over $76 billion supporting over 10,000 systems, we can be sure that a Cloud-first policy will have a major impact on technology vendors and the services they offer - not only to the US government but to all IT buyers.

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The Ultimate Grocery Shopping App?

Apple iPadGeorge Colony nailed it when he wrote “the iPad signals the future of software”. So where do smart-device app’s go from here? Basically, any application that focuses on saving people time is likely to be a winner but the biggest game changer will come when consumers start to benefit from customized services that save time and money while increasing brand loyalty. For example, here’s a glimpse into how we might see applications for our phones and tablets evolve to make food shopping and preparing meals at home easier…

Let’s imagine the future of a typical suburban home. In our future world we’ll follow Mr. and Mrs. Smith, working parents with little time to spare.

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Ten Steps To Increased Productivity Through Effective Training

What if there was an easy way to increase employee productivity by 10% using the technology that’s already in place? What would that do to the bottom line? Even a 1% gain would be significant for most large organizations. In this day and age when CIOs are competing for budget and every dollar of technology investment must be justified, CIOs should not overlook training as a means to boost employee productivity and the ROI of existing technology investments.

Unfortunately it seems that too few people really know how to use the applications they have available in an effective way. Take for example the proliferation of spreadsheets in the workplace. Tools like Microsoft Excel have amazing features that support some powerful analysis and reporting. Yet many people fail to utilize basic productivity features built into such applications. We probably all observe people misusing tools and completing work the hard way simply because they don’t know any better. And Excel is just one tool that many of us use day-in-day-out. Outlook has some amazing features to boost productivity but few people know how to take advantage of them.

Even where some level of training in core ERP applications is provided to new employees, we know that very little is actually absorbed in early training. And much of IT training is focused on what buttons to press in what sequence to get a job done; very little seems to focus on how to use all the technology together as part of a productive business process.

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The Secret Of Successful Social Communities: 4 Social Needs

Ever since I first started working with online social communities I've been thinking about just what it is that makes some communities successful while others fizzle and die. In particular I'm curious why collaboration communities seem to be so hard to make work.

Of course we have plenty of research into the strategies and tactics involved in setting up and running a successful social community, and we continue to publish new research and insights each month. But what do we know about the real reasons why individuals take the time to participate in these communities? What motivates them? And if we can understand what motivates them, is there a connection to figuring out why some communities are more successful than others?

While doing recent research on social computing initiatives I got to thinking on this problem again. Recently I made the connection to Abraham Maslow's work on the hierarchy of needs

Maslow suggested all people are motivated by a desire to fulfill basic human needs in an ascending hierarchy. He also suggested that unless the lower-order needs are fulfilled, the higher-order needs are not motivators of behavior.

The primary needs Maslow identified fall into five groups:

  • Physiological: breathing, food, water, sex, sleep, homeostasis, excretion
  • Safety: security of: body, employment, resources, morality, the family, health, property.
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The New Era Of Social Innovation

If the seventies and eighties were dominated by technology-led innovation, with IT in the driving seat, the nineties and two thousands was surely the period of marketing-led innovation. With the emergence of social computing as such a big influence on business, spreading rapidly beyond the sole domain of marketing, it seems we are entering a new era - the era of Social Innovation.

In this era, innovation will be driven by empowered customers and employees and IT and Marketing will need to join forces and collaborate as never before. The CIO and the CMO, IT and Marketing, will jointly power this new era of Social Innovation by bringing together their extensive domain expertise to create a Social Innovation Network.

The way I see it, true Social Innovation goes beyond customer interaction and idea generation, it requires a powerful and coordinated network of players to take customer-generated innovation and to test, scale and implement it. IT has a key role to play in this Social Innovation Network as the broker, helping to connect the network players and components and to establish the management, strategy and technological backbone of the network.

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