Can Social Business Make Employees Happier?

See on Scoop.itDesigning design thinking driven operations

Executives who use social media to build emotional capital in their organizations see better information flows, more collaboration, lower turnover and higher employee motivation. Image courtesy of Flickr user Torley.

See more  on sloanreview.mit.edu

Photocredit: noddyboom


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The Coming Point-of-Sale Revolution – Grant McCracken -Harvard Business Review

<p>Lady Urbanbixi<br />
<p>Found at <a href=The Coming Point-of-Sale Revolution – Grant McCracken – The Conversation – Harvard Business Review.

My wife and I recently paid a visit to the new Whole Foods in Stamford, Connecticut. In the time it took us to walk from one end of the store to the other, I made three new friends

Read all at The Coming Point-of-Sale Revolution – Grant McCracken – The Conversation – Harvard Business Revie

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What I Learned This Year #3: John Creson


Did u learn. Did u create a moment of reflection and associated actions. These are the days for contemplation, creation and actions. Great post (of a series) to connect to and act accordingly.

Found at http://www.thesfegotist.com/editorial/2010/december/20/what-i-learned-year-3-john-creson

With only a few days left until the new year, I appreciate the opportunity to pause and think about what 2010 has taught me. To honor the first ten years of the millennium, I will keep my observations to ten. They are:

To be continued at http://www.thesfegotist.com/editorial/2010/december/20/what-i-learned-year-3-john-creson

Photocredit: marco ortolani kuemmel

a sort of homecoming (via marco ortolani kuemmel*)


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Recommended book: Jennifer Sertl’s Strategy Leadership and the Soul (book review)

Cover of 'Strategy, Leadership and the Soul' by by Jennifer Sertl and Koby Huberman


Strategy, Leadership and the Soul presents a new paradigm for organizations.

In building their case, the authors present a unique analysis of the dynamics of organizational evolution since 1850 to the present day, reflecting on how the context of the changing nature of society over time has informed the necessary adjustments in structure and leadership, and in what way these have been vital to the sustainability of those organizations.

The current quixotic context for both small and large organizations – the rapidly changing business landscapes, global interconnectedness, technological innovation and the diversity of the needs of customers and employees alike – requires organizations to ‘be in a state of permanent transformation if they are to survive’, to become transorganizations.

And in order for these transorganizations to survive, a new style of leader is required – a transleader.

From their experience as consultants, the authors conclude thattransleaders must transform themselves first rather than look to the outside for a solution.

The qualities needed for this leadership style are:-

  • the ability to communicate with passion and clarity
  • to develop a shared language that can transform the thinking of everyone working in or with the organization
  • to inspire self-confidence and knowledge to strengthen teams
  • to share power, and give greater control to the workforce to behave like mentors rather than bosses
  • to welcome diversity
  • to have an exceptional level of self-awareness
  • to be able to transcend culture, age, and title as a means to arrive at what is relevant


A lot of my posts deal with the changing contexts of organizations, professionals or persons.

One of the most relevant posts in the organization context  I recently referred is The Big Shift, being  the results of a major research project conducted at Deloitte’s Center for the Edge.

The Big Shift, as was called the project, refers to the long-term transformations in the global business environment over the past several decades that have been primarily, but not exclusively, caused by the remarkable advances in digital technologies over that period. The results are of the study are paradoxical.  A progressively falling return on assets and a steadily growth in labor productivity.

One of the recurring themes on my blog deals also about the motivation of persons and professionals. Daniel’s Pink Drive describes insights about what really drives people in the second decade of this millennium.


Jennifer Sertl and Koby Huberman enables us to make a next, big step. Their book enables our interest, our desire, our attention to migrate from analysis – and may be paralysis – to prescription.

What should we be doing to cope with the growing changes, being experienced by us as  individuals and as professionals and even institutions?

To get possible answers one should read this book (and i strongly recommend as a successor  The Power of Pull: how small moves, smartly made, can set big things in motion, which was published april 2010).

For me as a professional and person, this book is important.

Because it is full of insights into our most perplexing contemporary dilemmas.

And still for me it also proved to be intellectual entertainment of the highest order.

It is about us – modern souls –  and the quest of man and manhood in search of themselves.

Being a biker – and one of the authors is a biker too – I know how hard working biking can be.  This also applies to this book. It offers u ultimately a large challenge but – in the end of the day – an equal reward.

The book enables us to think about what we are, what we care for and what is the quality of our lives. It might be considered as a journey toward awareness and appreciation of our  modern world. It offers us glimpses of what working and living really means in the forthcoming decade(s).

And for me, it created sense and sensibility of one’s special place in the modern world.

Great read to connect and act to.

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Reading louisgray.com: The SXSW Keynote With Ev Williams (Twitter) You Had Hoped to See

CHENGDU, CHINA - FEBRUARY 24:  People use mobi...
Image by Getty Images via Daylife

louisgray.com: The SXSW Keynote With Ev Williams You Had Hoped to See.

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Reading A Leadership Blog: Drive: What’s Motivating You?


via Leading Blog: A Leadership Blog: Drive: What’s Motivating You?.

Drive: What’s Motivating You?

When it comes to motivation, I think we can all agree on one thing: People are motivated in different ways—often surprisingly different ways—at different times depending on their needs, wants, desires, philosophy, age, friends, status, values, circumstances, background, mood, attitude, insecurities, self-absorption, and a number of things I left out for the sake of brevity. Obviously, when it comes to motivation, one size doesn’t fit all, best practices don’t work across the board, and our approaches to motivation must begin with respect.

In Drive, Dan Pink defines three types of motivational operating systems or assumptions about how humans behave from which a motivational construct can be created:


Motivation 1.0 presumes that humans are biological creatures, struggling for survival.
Motivation 2.0 presumes that humans also respond to rewards and punishments in their environment. It seeks compliance.
Motivation 3.0 presumes that humans also have a third drive—to learn, to create, and to better the world. It seeks engagement.

To be continued at http://www.leadershipnow.com/leadingblog/2010/02/drive_whats_motivating_you_1.html

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Maximizing our (creative) productivity

Dan Pink slide
Image by Rain Rabbit via Flickr

I do substitute productivity for creativy. And I would prefer multiplying in stead of adding up. But is great to connect to this content and start acting accordingly.

Found at http://www.opinionatlarge.com/?p=362

There is no formula for true creativity. If there were, true creativity wouldn’t exist.

However, there are parts you can add together to give you a creative whole. You can alter variables to create a physical and mental environment that is more friendly and conducive to creative production.

Consider the following equation and assumptions:


A: physical environment

B: mental environment

C: creative productivity

(C can equal any percentage between 0 and 99.)

This equation essentially states that you can control the variables that directly determine your potential for creativity.

Control the inputs of your creative environment and you can control and maximize your creative output.

Read more from http://www.opinionatlarge.com/?p=362

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Reading – Harvard Business Review: Daniel Pink’s Drive – Recommended (another recommendation)

Just before Christmas I reviewed Daniel Pink’s Drive. To enable regular readers of this blog I insert this post from HBR. May it assist u in constructing your drive and according actions!

Found at http://blogs.hbr.org/recommended/2010/01/drive-the-surprising-truth-abo.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

Daniel Pink’s Drive

Riverhead Books, 2009Managers’ received wisdom about what gets people to excel — money, stock options, more money, then some more money — doesn’t work well for a lot of today’s independent-minded, plugged-in cubicle dwellers, Daniel Pink says in this lively tour of recent scholarship on motivation.

Citing work by Teresa Amabile of Harvard Business School, consultant Tammy Erickson, and many others, Pink, who is also the author of 2005’s A Whole New Mind: Why Right-Brainers Will Rule the Future, looks at motivation from the viewpoints of both the leader and the led. To managers, he says that coaxing great performance out of employees is no longer a matter of compensating them lavishly for putting the business first and suppressing their inner selves. It’s about satisfying workers’ desire for autonomy, which stimulates their “innate capacity for self-direction.”

To employees, Pink offers advice on how “type X”es — his coinage for people who prefer external rewards — can enroll themselves in the burgeoning ranks of the “type I”s, driven mostly by inner rewards. The difference matters: Type I’s have better long-term performance and well-being, he argues. To help with the transition, the book’s breezy tool kit section shows, for example, how to identify activities that generate the coveted “flow” state, in which a person’s abilities and challenges are perfectly matched. Some of the suggested exercises sound like advice from Al Franken‘s SNL alter-ego, the self-help guru Stuart Smalley (“Doggone it, people like me!”), but there’s certainly no harm in asking yourself, in the spirit of self-knowledge, what motto should be emblazoned on your own personal motivational poster and what’s the one sentence that describes who you are. We could all benefit from figuring out what really gets us up in the morning.

Read more from http://blogs.hbr.org/recommended/2010/01/drive-the-surprising-truth-abo.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

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Resolutions 2010: Reading Daniel Pink’s latest Drive (review of book to be published 1/2010)

Daniel Pink’s new book Drive is a worthy successor of “A Whole New Mind.”

In A Whole New Mind, Daniel Pink outlined why the  need for left-brain (logical, linear) skills has largely been blown to bits.   He described that right-brain (creative, empathic) thinking adds that makes it critical to today’s business success. The approach of A Whole New Mind was also reflected in the creation of the content of his book. For me, it was every effective and proved to stimulating as a person and professional (leading a large contact center operation in the Netherlands).

Now in DRIVE, Pink tackles how to motivate the creative workers (rule 1: think intrinsic empowerment, not extrinsic rewards and punishments) often belonging to the creative class. He reveals a better approach—one built more on intrinsic motivation with these three essential elements:

  1. Autonomy—the desire to direct our own lives
  2. Mastery—the urge to get better and better at something that matters
  3. Purpose—the desire to do what we do in the service of something larger than ourselves

Again, he is aware of new developments, creates the context and let you connect. And he is able to motivate you to start changing; the biggest compliment one can give for authors – maybe even better masters –  in this genre.

Daniel describes the manifesting paradox of motivation in this knowledge based, everything is connected era. Pink refers to the old world guidelines of  motivation, and how monetary rewards have lost their attractiveness now we are transforming from a hierarchy to a wirearchy. Away from a “top-down” management system to the more loosely connected result driven style (workers being free to decide how to do their jobs e.g. like the ROWE-approach).

As Pink puts it, managers, leadership and employees must realize that  that the work to be done is worthwhile. In this way this workforce generation is moving to the top of Maslow’s pyramid and realize esteem and self-actualization.  And yes,  you as professional or as a person, trying to achieve professional of personal goals, read  his book. It refers to state to the art facts about drivers of your (or your team) performance.

The core

Demolishing the myth in business that the only way to get people to perform at a high level is with carrots and sticks.

But now it is proven that’s wrong in a scientific way.

Forty years of science show us that those sorts of carrots—if …., then ….— are effective under certain limited conditions.  And for members of the creative class (or the Facebook GEN) , those if-then motivators simply do not work.

His book prompts you to think and inspire you to transform your business and your career.

My rating

The  first 1oo+ pages rate 4,5 stars.

Lots of worthy content, that inspires one,  developed logically and presented simply.  Readers of others book are known with the concept of the toolkit, that are presented sequentially after the text of 130 pages.  A reference and a  “toolkit” for applying the principles,  helpful and interesting. Frankly speaking, these toolkits are for me nice to flip through but – isolated and not integrated – never get the attention they probably deserve!  In this information overload society one might wonder – without compromising on content – whether compressing the context – would not benefit all involved parties.

DRIVE is recommended reading for anyone involved in motivating people in the workplace, school or home and of course if you want to know more about your motivation to achieve business, professional or personal success.

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