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Oct 8
Reward the High-Performance Mind or Face Bankruptcy

Would you agree that when job performance is rewarded fairly, motivation fuels top talent, and innovation tends to spike? So why are Americans losing ground when it comes to innovation? There is a terrific discussion going on over at Passionate Users titled – Knocking the Exuberance out of Employees. The images say it all. People say they hire for talent, and many of them do. Yet often they’ll facilitate and reward mediocrity. robotemployees 2.jpg

Kathy Sierra uses Tom Peter’s evidence, “In his book Re-imagine", Tom Peters says, "We will win this battle... and the larger war... only when our talent pool is both deep and broad. Only when our organizations are chock-a-block with obstreperous people who are determined to bend the rules at every turn..."

Most organizations knock out exuberance and annihilate curiosity, which is the heartbeat of talent. Check out Kathy’s 16 reasons why it seems that robots make the best hires! You’ll notice in the list there are no rewards for the high-performance mind – only reasons why robots get on well with brainless zombies.
zombiefunction_2.jpg
Is that what happens in your circle? How is talent from high-performance minds encouraged and rewarded where you work? Any ideas for how to lesson the zombie function, and raise innovation that comes from motivated talent?  


9 Comments/Trackbacks




Great post, Ellen. I love the contrast between what companies say they want and what it is they really want.

Thanks for coming by Bill, I too loved that contrast because I meet it with leaders I work with daily. Interestingly, they are shocked to see it, and it reminds me of the value of reflection that questions our own subtle assumptions:-) What do you think?

Been there, lived that. I see this at work in organizations of all sizes. Some clients say they "want" innovative programs but the true statement should be "we want innovative and creative as long as it doesn't change the way we do business because it would be too much to change and you (the consultant) can do it without any internal resources."

It is a challenge to help a motivated senior management team to change...it is impossible to change a team that isn't willing to "do the work" required to help the organization really change.

Wow -- your insight just sparked another idea for a blog about change, LaVonn. Thanks for weighing in, and by the way - I checked out your site at JSMI Cinsulting - great ideas for creative marketing there - I'll be back.

I think change involves going from the known to the unknown, something people don't like. People are more comfortable with the "status quo" because of certainty. Change involves effort and risk, something many don't want to undergo. If something works moderately well, most don't want to fix something that's not broke even if change would be for the better.

An interesting insight into change - and why it stalls, Bill. Makes one wonder if a person saw fine benefits - would that impact reactions to change that might bring these? Thoughts?

Yes and No. I know this person who told me that 'it has always been done way' and does not see reason for change because she is comfortable with the status quo. The key may be to let them 'see' the benefits or bring to their attention the problems with the way things are but it all come down to risk taking and risk aversion. The former will be more willing to accept change than the latter under similar circumstances.

I think ingrained ways of doing things stymies creativity and ingenuity.

I love your comment that "robots make the best hires"! Corporation is a machine and robots are best to run them.Sadly those non-robots typically start another machine/corporation and then they hire their own robots. The only real escape is to start one's own business.

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