This week, we explore the importance of aligning company goals to individual tasks, how neuroscience can make feedback easier to give and receive, how Google uses safety and clarity to motivate its people, and why today’s career ladders look more like lattices.
“Meaning” matters to more than just millennials, according to a new study by productivity software provider Asana. More than half of UK employees surveyed said they would have been more productive had they understood how their work contributed to their company’s goals. But, because they didn’t, one-third felt demotivated. The more leaders can clarify the connection between board asks and day-to-day tasks, it seems, the better people work.
Strategy + Business
Eighty-seven percent of employees want to be developed, but only one-third actually feel that they are. A study from PwC suggests the trouble lies with a pervasive “culture of being nice.” People don’t get the feedback they need to improve – especially in the U.S. – because their peers are reticent to offer it. Yet feedback is essential, and the study suggests that to unlock more constructive criticism, employees must switch from giving to asking.
Google empowers its people to experiment, learn, and succeed by creating a culture where they can take risks without feeling insecure or embarrassed. This is easier said than done. It requires the company provide its people with a sense of psychological safety, dependability, structure, and clarity, and it starts with how they hire, and who.
Harvard Business Review
Work today moves fast: companies pivot, roles change, and the half-life of skills is estimated to be five years or less. This leaves many companies unsure of their near-future staffing needs and means there’s no clear corporate ladder to climb. Instead, it’s more of a corporate lattice, and identifying opportunities to ascend is up to the individual.
That’s all for this week, have a fantastic weekend!
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If you missed last week’s recap, read it here: 30 Internal Communication Tips, The Cost of Control, and Why One Leader Encourages His People to Look Elsewhere