Motivating People in Lean Organizations

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There is a great deal of research that demonstrates that we are happier human beings when we are focused on serving others, working in groups, and when we feel that our lives are achieving an ennobling purpose. The spiritual is the attraction of a higher purpose, something beyond the "self" or immediate gratification. Spiritual motivation is linked to deep personal beliefs and values.

Your religious faith, your family, and your country may all be sources of motivation at this spiritual level.

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Motives at this level are almost always focused on the very long term. You will sacrifice for achieving a goal in the afterlife. You will sacrifice much of your own pleasure for the well-being of your family. And many have willingly sacrificed their own lives for their country and their faith. When someone sacrifices for that which they believe to be noble, we consider them more noble. Think of the last time you sacrificed your time, your energy or your money toward that which believed to be noble.

How did you feel?

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More noble. This is the inherent mystery of sacrifice, and every great leader knows to call upon it.

Motivating People in Lean Organizations

There was a period of few years back when there was a lot of focus on company mission, vision and values. It even became a source of jokes or references to "that vision thing. But, these statements can and should be a reference point for everything we do in the organization, just as the "right to freedom of speech, press and religion" can be a long-term and sustaining value for a country.

In health care and some other organizations that provide direct human services, it is relatively easy to understand a "higher purpose" to your work. When manufacturing products it is a bit more difficult, but the world's best manufacturers are still able to create this sense of mission or purpose. Both Toyota and Honda have given a great deal of thought to their mission, vision and values, and they do sincerely strive to put these into practice.

In each case they do provide their associates with a sense of making a contribution, doing something worthy, beyond the pursuit of personal rewards.

Through our commitment to quality, constant innovation and respect for the planet, we aim to exceed expectations and be rewarded with a smile. We will meet our challenging goals by engaging the talent and passion of people, who believe there is always a better way. And, their "Three Joys," which are all based on how different stakeholders are made to feel by the actions and products of the corporation. I think it is easy for any employee to visualize each of these joys and it answers the question, "Why are we doing this, anyway? The joy of buying is achieved through providing products and services that exceed the needs and expectations of each customer.

The joy of selling occurs when those who are engaged in selling and servicing Honda products develop relationships with a customer based on mutual trust. Through this relationship, Honda associates, dealers and distributors experience pride and joy in satisfying the customer and in representing Honda to the customer. The joy of creating occurs when Honda associates and suppliers involved in the design, development, engineering and manufacturing of Honda products recognize a sense of joy in our customers and dealers. The joy of creating occurs when quality products exceed expectations and we experience pride in a job well done.

If these statements are developed and stuck on the wall, they will soon have little meaning. Here are some ways you can employ your purpose to achieve greater motivation:. For example, "How do you think this will impact the joy of selling or buying our car?

The United States has long been torn between the appeal of the rugged individualist and the desire for community. Much of our mythology is built around the idea of the Lone Ranger, the lone entrepreneur, or the individual Horatio Alger who achieves great wealth fighting against great odds. The reality of our entrepreneurial culture is that it is built on both. The New World was settled by small Pilgrim groups who came and settled in what were essentially "communes. And, our early history was one of farming communities who worked as a group to build barns and formed farm collectives to purchase supplies and to market their products.

And, our industry started in small craft shops that were essentially family units. One can make a good argument that we have a genetic predisposition or requirement to work in small groups. Our genetic ancestors hunting antelope on the Serengeti plains of Africa hunted in family groups, teams, and would have starved hunting alone. Research has demonstrated that those who have close social bonds -- family, community or church -- are likely to be happier, have fewer incidents of depression, and live longer.

Those who live in isolation suffer the reverse. It is not surprising that when Henry Ford's factory broke the work down into highly specialized, individualized and isolated tasks, workers suffered depression and ultimately rebelled by self-organizing into groups in which they called each other "brothers. It was the psychological need for human bonding.

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    The Motivation of Purpose