How do you create a culture that is primed to perform?
What does science say about changing organizational culture?
Is there any tool that can help measure and track your culture over time?
Build A Culture Designed to Perform
Neel Doshi and Lindsay McGregor have just written a book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation, that answers these questions and more. It is written as a guidebook for those who know how important a strong culture is, but they don’t know what steps to take to create one. I recently spoke with Neel and Lindsay to learn more.
The Magic of a Great Culture
Often people think of culture as something that is like art, but you say that the “magic behind great culture is actually an elegantly simple science.” Tell us more about your research.
We all know that culture is important. We’ve felt it. Some cultures are filled with fear and stress, while others inspire creativity and enthusiasm. What has eluded us, however, is why. Our research provides an “elegantly simple” answer: culture is what tells your people why they should work, and why they work is what determines how well they work.
Here’s the kicker though: not all “whys” are created equal, and too often, cultures are designed to motivate using the destructive “whys.”
Our answer is not only elegantly simple, but also empirically powerful. Using our total motivation framework, we’ve measured the motives of over 20,000 people at more than 50 major institutions. We’ve observed an incredibly strong relationship between their culture and performance metrics like sales and customer experience. In one study, employees with high levels of total motivation (or ToMo for short) generated 38% more in revenues than their low ToMo counterparts.
Culture is an entirely quantifiable and engineerable asset—and the most important one. ToMo gives leaders the tools to unlock the highest levels of performance in their people and company.
Why You Work Determines How Well You Work
What is total motivation? How does this drive performance?
Total motivation is simply the notion that why you work determines how well you work. The effectiveness of the “why” depends on its distance from the work. Let’s take a mid-level management consultant for example:
Play is when you work for enjoyment of the work itself. Play is the most powerful motivator: twice as potent as purpose and almost three times more than potential. Our fearless consultant might enjoy conceptual thinking and the process of breaking down big puzzles into digestible, actionable pieces.
Purpose is when the outcome or impact of the work is why you do it: maybe she values seeing how a new strategy improves a client’s well-being and helps his customers.
Potential is when the work enables a future outcome aligned to your personal goals: she might want to manage operations at a big company or a company of her own down the line, and this job will help her achieve that.