Euphoric purpose is the motivation, beyond profits, that drives people to excellence. The transparency, decentralization, consensus, and participatory ownership that embody democratic business exists to create passionate and engaged workers. According to Steven R. Covey, passionate, engaged people spend 60-80 percent of their time working on non-urgent, important activities (e.g., skill building, planning, relationship building, and thinking). People driven by fear spend most of their time on everything else (e.g., deadlines, interruptions, and distractions). According to Covey, not only do passionate, engaged people spend more time on non-urgent, important activities, but they are consequently more productive, successful, and happy.
If Covey's research is right, then we should ask ourselves, 'How many business owners are willing to free up 80 percent or even 60 percent of their workers' time to focus on the important, but not urgent, activities of the business?' For most people, the thought of doing so inspires visions of chaos, diminished productivity, and lost profits. And yet, A study done by Kenexa Research Institute found that of 4,000 worldwide companies, the top 25 engaged workplaces outperformed the 25 lowest engaged businesses 7-to-1 (based on shareholder return, on a five-year basis). Furthermore, a Gallup study of three million employees, published in 2005, calculated that disengagement costs U.S. businesses $350 billion in annual profits. Gallup found that 71 percent of American employees are either “not engaged” or “actively disengaged” from their work. If you think this is only indicative of lazy workers, read on. The Corporate Executive Board reported in 2010 that high-potential employees are increasingly disengaged and seeking new career opportunities. Some 25 percent plan to leave their current employers in the next year compared to 10 percent in 2006. About one in five (21 percent) identify themselves as 'highly disengaged'--a three-fold increase since 2007. With numbers like these, it is no wonder that shows like "the Office" are so popular.
As demonstrated, passionate and engaging workplaces retain better talent and increase profits. Transparency, decentralization, consensus, and participatory ownership are proven ways to inspire and engage workers. We can fix our economy by implementing these principles into American business. The first step is to realize that numbers do not drive people, but people and relationships drive numbers.
(Information taken from http://www.kenexa.com/getattachment/8c36e336-3935-4406-8b7b-777f1afaa57d/The-Impact-of-Employee-Engagement.aspx, http://corporatecranium.com/wp-content/uploads/2010/05/ActionCoachNovember20101.pdf, http://www.hrmguide.net/usa/commitment/actively_disengaged.htm, and http://www.worldblu.com/live/2005/presentations/Traci%20Fenton.pdf)
(See also, http://www.workplacementalhealth.org/Publications-Surveys/Research-Works/Employee-Engagement-Best-Practices-for-Employers.aspx?FT=.pdf)
Showing posts with label euphoric purpose. Show all posts
Showing posts with label euphoric purpose. Show all posts
Thursday, February 10, 2011
Tuesday, December 29, 2009
Euphoric Purpose Inspires Democracy
Joel Salatin is the owner of Polyface Farm in Shenandoah Valley, Virginia
Tuesday, February 24, 2009
The Power of Stories: We Were Made to Be Free Cont.
Stories have the power to guide companies, organizations, and people to elevated levels of engagement. Here is a story that engages me to fight for democratic workplaces:
"Three stone cutters were asked about their jobs. The first said he was paid to cut stones. The second replied that he used special techniques to shape stones in an exceptional way, and proceeded to demonstrate his skills. The third stone cutter just smiled and said: "I build cathedrals."
How much more happy, and productive would our companies be if we made it our first priority to engaged people in a euphoric purpose.
(Quote taken from Ricardo Semler in the book Maverick)
"Three stone cutters were asked about their jobs. The first said he was paid to cut stones. The second replied that he used special techniques to shape stones in an exceptional way, and proceeded to demonstrate his skills. The third stone cutter just smiled and said: "I build cathedrals."
How much more happy, and productive would our companies be if we made it our first priority to engaged people in a euphoric purpose.
(Quote taken from Ricardo Semler in the book Maverick)
Friday, February 13, 2009
Democracy & Valentine's Day
I know it is a stretch to find a link between democracy and Valentine's day. I decided I wanted to write a post about my wife and I needed a justification for putting it on a blog about democratic business--so bare with me while I attempt to link the two:
My wife is a lot of the reason I have an optimistic outlook on life. Spending time with her makes me realize that even though an oligarchical Wall Street is destroying our economy and will make a profit at the expense of individual rights, there is a lot of reason to have hope in humanity.
I have learned, from my wife, how important it is to nurture the goodness in people. I see her with our son and it is all too obvious to me how much greater this world would be if more women were given the voice they deserve.
My wife has taught me the importance of the democratic principle of keeping my sights fixed on a euphoric purpose. We have so much fun together. I can't think of a day of our marriage when we haven't laughed together at least once. Our common goals and ambitions inspire me to making our marriage great and not simply good.
Being married to my wife has taught me that the principles of democracy (i.e., transparency, limited power, ownership, and euphoric purpose) are just as important to every aspect of life as they are to government.
My wife is a lot of the reason I have an optimistic outlook on life. Spending time with her makes me realize that even though an oligarchical Wall Street is destroying our economy and will make a profit at the expense of individual rights, there is a lot of reason to have hope in humanity.
I have learned, from my wife, how important it is to nurture the goodness in people. I see her with our son and it is all too obvious to me how much greater this world would be if more women were given the voice they deserve.
My wife has taught me the importance of the democratic principle of keeping my sights fixed on a euphoric purpose. We have so much fun together. I can't think of a day of our marriage when we haven't laughed together at least once. Our common goals and ambitions inspire me to making our marriage great and not simply good.
Being married to my wife has taught me that the principles of democracy (i.e., transparency, limited power, ownership, and euphoric purpose) are just as important to every aspect of life as they are to government.
Wednesday, December 31, 2008
Top Small Workplaces of 2008 Are All Democratic
All the 15 businesses of the Wall Street Journal's Top Small Workplaces 2008 are proactively transparent, 86% share a large portion of profits with employees, all of the businesses de-centralize and limit managerial power, and all of the businesses inspire a euphoric purpose greater than themselves.
All of the 15 Top Small Workplaces are proactively transparent. At Integrated Project Management Co., "each employee sits down for a weekly one-on-one meeting with his or her manager in which they discuss work progress, the employee's performance, and the skills that need improvement." At Jump Associates LLC, "every morning, all employees meet for a "scrum" -- a short get-together where they're briefed on company news." And, the office is laid out so that "all employees, including senior management, sit out in the open in "neighborhoods" of five or six workers." At Lundberg Family Farms, the President hosts a monthly "Meet the CEO" event "where a small group of seven or eight employees chats with him to provide feedback and discuss any concerns." New Belgium Brewing Co., also holds monthly meetings "where it walks employees through the company's financial statements." And finally, at Rainforest Alliance, "employees can do stints in foreign offices to learn more about the organization and work on the front lines."
86% of the Top Small Workplaces share a large portion of profits with employees, and five of these businesses are 100% employee owned. This is especially impressive because employee owned businesses make up only one per cent of all American companies.
All of the Top Small Workplaces de-centralize and limit managerial power. At ATA Engineering Inc., "At least eight to 10 ATA employees are involved in interviewing every job candidate. If one employee objects to the hire, the candidate may not be offered a job unless that employee changes his or her mind." Also, employees "can pursue projects that s/he feels are good for the company or that s/he is personally interested in without needing more than one person's approval." At J.A. Frate Inc., during the only layoffs in 37-years, "the board of directors asked employees to vote on taking a 10% pay cut, promising to reinstate their normal wages after three months. The majority of the employees voted for the cut and all the laid-off employees were later rehired. At Landscape Forms Inc., "if the whole team agrees on one employee's idea, it can be implemented -- without approval from senior management." Rainforest Alliance "gives many junior employees the chance to spearhead research and other initiatives for the organization, later promoting them to oversee those initiatives." And finally, the President of Redwoods Group Inc. caps his own salary at 10 times that of the lowest-paid employee.
All of the Top Small Workplaces inspire a euphoric purpose greater than themselves. The President of ATA Engineering Inc., was "nominated for a local "Entrepreneur of the Year" award. But he turned down the honor, feeling he shouldn't take all the credit for the company's success." At Decagon Devices Inc., "employees take turns bringing home-cooked meals to work for their colleagues." At Jump Associates LLC, "a coach stops in the office a few days a month to help employees with any issue, such as improving their communications or resolving conflicts with a colleague." At King Arthur Flour Co., "even employees who don't work directly with flour are encouraged to learn about baking." At New Belgium Brewing Co., employees are enthusiastic about supporting the company's environmental cause. "Each New Belgium employee is given a cruiser bike," and each year they "dress in costumes and lead local residents on a bike tour." And, "an on-site recycling center allows employees to recycle goods." And finally, At Redwoods Group Inc., "each full-time employee is required to do at least 40 hours of volunteer work annually for nonprofits of their choosing -- on company time." In addition, the company "donates up to $300 annually per employee to charities where employees volunteer their own time."
These companies empower their employees by being proactively transparent, offering ownership, decentralizing and limiting power, and inspiring a euphoric purpose greater than themselves. Democracy is not just giving people a voice. Democracy empowers the voices that people already have.
(Quotes taken from http://online.wsj.com/article/SB122347733961315417.html)
All of the 15 Top Small Workplaces are proactively transparent. At Integrated Project Management Co., "each employee sits down for a weekly one-on-one meeting with his or her manager in which they discuss work progress, the employee's performance, and the skills that need improvement." At Jump Associates LLC, "every morning, all employees meet for a "scrum" -- a short get-together where they're briefed on company news." And, the office is laid out so that "all employees, including senior management, sit out in the open in "neighborhoods" of five or six workers." At Lundberg Family Farms, the President hosts a monthly "Meet the CEO" event "where a small group of seven or eight employees chats with him to provide feedback and discuss any concerns." New Belgium Brewing Co., also holds monthly meetings "where it walks employees through the company's financial statements." And finally, at Rainforest Alliance, "employees can do stints in foreign offices to learn more about the organization and work on the front lines."
86% of the Top Small Workplaces share a large portion of profits with employees, and five of these businesses are 100% employee owned. This is especially impressive because employee owned businesses make up only one per cent of all American companies.
All of the Top Small Workplaces de-centralize and limit managerial power. At ATA Engineering Inc., "At least eight to 10 ATA employees are involved in interviewing every job candidate. If one employee objects to the hire, the candidate may not be offered a job unless that employee changes his or her mind." Also, employees "can pursue projects that s/he feels are good for the company or that s/he is personally interested in without needing more than one person's approval." At J.A. Frate Inc., during the only layoffs in 37-years, "the board of directors asked employees to vote on taking a 10% pay cut, promising to reinstate their normal wages after three months. The majority of the employees voted for the cut and all the laid-off employees were later rehired. At Landscape Forms Inc., "if the whole team agrees on one employee's idea, it can be implemented -- without approval from senior management." Rainforest Alliance "gives many junior employees the chance to spearhead research and other initiatives for the organization, later promoting them to oversee those initiatives." And finally, the President of Redwoods Group Inc. caps his own salary at 10 times that of the lowest-paid employee.
All of the Top Small Workplaces inspire a euphoric purpose greater than themselves. The President of ATA Engineering Inc., was "nominated for a local "Entrepreneur of the Year" award. But he turned down the honor, feeling he shouldn't take all the credit for the company's success." At Decagon Devices Inc., "employees take turns bringing home-cooked meals to work for their colleagues." At Jump Associates LLC, "a coach stops in the office a few days a month to help employees with any issue, such as improving their communications or resolving conflicts with a colleague." At King Arthur Flour Co., "even employees who don't work directly with flour are encouraged to learn about baking." At New Belgium Brewing Co., employees are enthusiastic about supporting the company's environmental cause. "Each New Belgium employee is given a cruiser bike," and each year they "dress in costumes and lead local residents on a bike tour." And, "an on-site recycling center allows employees to recycle goods." And finally, At Redwoods Group Inc., "each full-time employee is required to do at least 40 hours of volunteer work annually for nonprofits of their choosing -- on company time." In addition, the company "donates up to $300 annually per employee to charities where employees volunteer their own time."
These companies empower their employees by being proactively transparent, offering ownership, decentralizing and limiting power, and inspiring a euphoric purpose greater than themselves. Democracy is not just giving people a voice. Democracy empowers the voices that people already have.
(Quotes taken from http://online.wsj.com/article/SB122347733961315417.html)
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