Inside Business Africa INSIDE BUSINESS AFRICA AUGUST 16 2017 1cdr - Page 5

I N S I D E B U S I N E S S A F R I C A Organisation And People July 30 - August 13, 2017 show that the brain's reward system is directly activated by helping others. At the University of British Columbia, Elizabeth Dunn and her colleagues found that people report feeling happier after giving money to others than after spending it on themselves. Similarly, when it's clear to employees that they're helping others through their work, their intrinsic motivation rapidly expands. Management by objectives is a far more limited mental schema than management by aspiration. For all these reasons, once the "why" of their jobs had been explained to them, call center employees transformed the way they dealt with customers. This mitigated a prevalent pain point and accelerated the changes that the company needed to make. Recognition and Rewards When the global automobile industry began to recover from the severe slump of 2008-10, the leaders of one major automaker recognized the need to refocus their orientation from survival to growth. Employees already knew how to make the production line work better. Now, could they do the same in their customer interactions, particularly with car buyers in showrooms? The company found the solution in its pride builders. North America, Europe, and Asia had been affected differently by the recession, so these master motivators had to adapt their approach to regional business conditions, cultural differences, and employee attitudes. One theme was common to everyone: recognizing employee success in a skillfull and considered way. This did not mean heaping undeserved praise on people; it meant celebrating a job well done while keeping the bar high. One example is this note from a team member about a supervisor: "She is a demanding manager in a fast-paced job, but she knows the importance of keeping the work fun and rewarding." The most effective supervisors all turned out to have similar pride-builder- style approaches for conveying recognition and, where possible, rewarding people for good customer interactions. They relayed positive feedback from customers; they took care to contact each team member's manager When it's clear to employees that they're helping others through their work, their intrinsic motivation rapidly expands. when giving thanks and recognition; and they personalized the messages. "Maria knows what kinds of recognition each person appreciates most," a team member observed about his boss. "She might take one person out to coffee or lunch as a form of recognition. Or she might encourage people to work from home one day per week so they can spend more time with their kids." Neuroscience explains the importance of the personal touch in delivering recognition that matters. When a manager recognizes an employee's strengths before the group, it lights up the same regions of the employee's brain as would winning a large sum of money. Rewards of all kinds, including social rewards, tend to release the neurotransmitter dopamine, which produces good feelings. These reward circuits encourage people to repeatedly behave the same way. One framework of social motivators is the SCARF theory: David Rock, cofounder of the NeuroLeadership Institute, proposes that people at work are highly motivated by five types of social rewards: status boosts (S); increases in certainty (C); gaining autonomy (A); enhancing relatedness (being part of the group) (R); and demonstrating fairness (F) (see "Managing with the Brain in Mind," by David Rock, s+b, Aug. 27, 2009). Public personal recognition provides three of these rewards. It increases social status, enhances the sense of being a valued member of the group, and shows that hard work will be fairly recognized. Most people's neural circuits will respond directly to these, and the automakers were no exception. This, in turn, made it more likely that they would continue behaving in productive ways. The auto supplier thus laid the cultural foundations to support a shift from financial peril to growth. Pride and the Imitation Process 44 u t q I N S I D E B U S I N E S S A F R I C A News Notes January 8 - 15, 2017 The three management approaches described here-autonomy, purpose, and recognition-can create a climate of trust that spirals upward through the ecosystem of the organization. That's because people in just about any social setting tend to pick up the mood and attitudes of others nearby, generally to a degree that they don't consciously realize. This process, which neuroscientists call imitation, has been studied extensively. For example, Elaine Hatfield's work at the University of Hawaii on "emotional contagion" has shown how one person's emotions can rapidly influence those of a group. The brain also has a process known as mirror neuron activity: When people see others act in a certain way, circuits in their brain are activated as if they had taken the actions themselves, even if they don't directly imitate that behavior. Moreover, according to research led by Andreas Olsson, now at the Karolinska Institutet in Stockholm, observation can at times substitute for personal experience. Watching someone else in a situation can have an impact on the brain similar to that of experiencing it directly. The workplace is a natural medium for viral behavior, transmitted through observation. As long as people see the difference it makes, a change in a few individuals' neural patterns can move rapidly through the enterprise. Social scientists sometimes refer to this phenomenon as social proof or the bandwagon effect, and it has long been documented as a vehicle for social 6vRFVVBF26VB&RvFP&FR'VFrWFBG6Vb26VffV7FfRFW&R2V&W2FVFf 6&rWW&66V6RFV'vFVff'G2FV6W2&fRFP6FfR7BbFV"7VGW&RFR&PVRvVFW'7FBFRfVR`f7FW&rWFגW'6R@&V6vFBvG&6FRFW6P&6W2F&7F6RFR&RFW'0v֗'&"FVBFR&PvFW7&VBFW6R&7F6W2v&V6R'&fFr66VFf2WfFV6RbFPvW"bFR&FR'VFW"&Vf'2WW&66V6R6VVFW'26VRFPfVRb67G'V7FfR&v旦F7VGW&R6vRBFW&RVffV7FfPv2F66Ɨ6BRRP@