G.A.M.E.R. Philosopy

I had a great chat with iGamify’s (http://www.igamify.com/) CMO Ben Bressington, He was kind enough to share his game/business/life decks with me.  We also chatted about what he was doing to bring process and procedure around Gamification in the work place particularly small to medium sized businesses.  However, after speaking with him for about 30 minutes I came to realize that his G.A.M.E.R. formula he uses to create “engagement opportunities” (I like this better than the world game) is more than just a process or a procedure, it is a philosophy to live by. 

Think about our adult lives, once we leave the parental home through to the time we retire we work approximately 2420 hours out of 8760 hours available to us through the years.  Of course some work more, some work less, but based on a standard 40 hour we work between 25 and 30 percent of the time.  Now for those who are in leadership positions within your organization, I ask are your employees happy and engaged? Do they come in everyday enthusiastic about their jobs?  As a person who is in a leadership position, if your answer is “I don’t know” to those to questions, I suggest that you may have an engagement issue, if you answered yes, I would challenge you to prove it, as I have shown in earlier blogs that only about 30% of the work force is engaged with their job.

Now I do understand that we do need a separation between work and home life, but does the separation of work and fun have to also exist.  Bringing fun into the work place does not equate to gaming.  Gamification as we know is not game, it is not about games, it is about game mechanics, and applying them to real word process or procedure.  By taking ahold of the G.A.M.E.R philosophy we can apply this to not just the work place, but our lives as well, (there is a life deck). 

First find the goal, describe the goal in terms of the future state, and secondly take a couple of minutes and think about the actions you need to take to achieve that goal. Along with the goal, we have to provide a purpose to what we are doing, giving it context.  For instance, if your goal is to increase sales, my first question is “for what purpose.”  Goals need to have a purpose, without purpose there is no direction.  The purpose of the goal will help us define the verbs which are “doing” words; they define some sort of call to action how can you take action if you don’t have a purpose. 

Along with our purpose we need to determine skills and resources needed to obtain these goals. You may want to increase your sales for the purpose of wanting to expand your product lines, however if you don’t have the skills and resources to towards the purpose you cannot succeed.   Next you’re your goal and purpose you begin creating a to-do list of action statements that will move you from your current state to the new state.  The statements will reflect those actions that include ensuring that you have the skills and resources needed to move towards the goal.

Thirdly, when we start down the path towards are goals, we have to monitor the goals, what is the feedback loop we are going to use.  If we want staff to increase sales, then the staff needs to have feedback in order to know where they are.  If the goal is to increase a person’s sales by 10% per day, then they need to know what their average sales are for that day and then have the feedback to see where they are.  But it is more than that, if you did not tie this feedback to actions that give your staff the skills to sale add-ons or up sell, the feedback may backfire, so care must be taken in monitoring. 

Another factor is how we can add enjoyment to those activities that lead us to our goals.  As a business owner, do you take the time to create an engaging work place that taps into those motivations that align with the goals and activates.  We can create fun through some game like mechanics, such as competition, or perhaps something that gives someone bragging rights.  In order to deliver the right type of enjoyment, there needs to be an understanding of what enjoyment means, we all enjoy different things, so what motivates me may not be the same as another person.  Enjoyment needs to come from within, so while there is nothing wrong in building extrinsic motivations,  the need to look at those who are participating in your goals and determine what makes them tick is important so that you can speak to those internal motivations, the ones that give a person that feeling of a job well done.

Lastly in our G.A.M.E.R. are the rules of what we are doing, if the goal was to lose ten pounds, than a rule would be that eating 1500 Calories a day is how I am going to achieve that goal.  Putting it all together, the weight loss scenario is good.  The goal I would state as “I wish to lose ten pounds so that my blood pressure lowers and I will not need to take medications.”  Now list a few goals, I will buy a new digital scale, I will count calories, I will eat less and exercise more, I will eat health foods”.  Of course monitoring this would be counting calories and stepping on the scale. 

Adding enjoyment can come in many different ways, such as using a new app, to count calories, I have a great one I use called “Lose it”, I talk about this all the time.  You might want to try new recipes that use healthier choice foods.  Then take the time to brag about the recipe on face book.  Lastly the rules, such as how often you will get on the scale, maybe you want to eat at specific times.  I always run at lunch time, at work that is a rule my colleagues know I follow and therefore try to avoid scheduling meetings when I run.   I believe that if we add G.A.M.E.R. to our lives not only at work but at home, we will succeed in the goals.  In essence we are breaking down the components of success so that our goal is manageable and attainable.

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Leaders versus Manager a Comparison

Lately I have been working on a project to create an environment to learn about leadership.  But I am finding that organizations often do not differentiate between a leader and a manager.  We often see a manager as a leader, but yet they are two distinct skill sets, leaders are often seen as someone who directs and instructs people and makes important decisions for the organization.  In fact a leader may have some of those attributes but a leader is much more than that.

Reh (n.d.) states that “At the most basic level, a leader is someone who leads other.”  This is a pretty fundamental statement, if a leader does not have a follower, then you are not leading.  I have said the same thing about a manager, a manager without direct reports is an employee not a manager.  I have worked in jobs where I had a title like Data Manager, but in fact I managed data not people, so in fact I was not a manager at all, perhaps the job is really Data Management.  Of course companies like to give titles to people to make them feel important. But if a manager does not have a direct report, or if a leader does not have a follower, they are neither a Manager nor a Leader.

Allen, M. (n.d.) has a great list of the differences between a leader and a manager.  Go through the list I think it really spells out a lot of differences.

– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

 

Think about any of the mangers you have had over the years,  if your manager was more concerned with organizing the work of the department, making sure that the right resources were assigned to tasks, ensure the tasks were executed with quality.  Then you were not led, you were managed.  A leader does not look at people as someone to order around, they look to develop their employees, give them purpose; they inspire employees to do their work by nurturing peoples skills that allows them to develop the talents needed to get the job done right.  Of course a manager may be a leader, but in actual fact anyone can be a leader, leaders can be anywhere in the organization.  Organizations should be looking for these leaders in their organizations and nurturing them, they are the future of the organization.

References:

Reh, J. (n.d) ‘What is a leader?’[Online]. Available at: http://management.about.com/od/leadership/a/whatisaleader.htm (Accessed: October 15, 2013)

Allen, M. (n.d.) ‘What is the difference between Management and Leadership?’ [Online]. Available at: http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/  (Accessed: October 15, 2013)

 

Building Better Employee Engagement in the Workplace

Working for a large consultancy has its merits; certainly being one of the top 6 companies in the world is something to boast about.  The fact that for the most part as long as you do your job there is always work, however l believe that engagement is a large issue within the company.  Franz (2013) states that she read a definition of employee engagement that defines it as “the emotional connection or commitment that an employee has to the organization that then causes the employee to want to put forth the additional effort to ensure the organization and the brand succeed.”  In my opinion, this definition work well in describing what engagement should feel like.

The Temkin Group (2012) in their current report define what they call the five I’s of employee engagement. These are Inform, Inspire, Instruct, Involve and Incent, large companies are going to need to look at each of these areas and create strategies to help increase employee engagement.  There have been a number of studies that have looked at employee engagement, and the news is better according to Temkin Group as stated in Chief Learning Officer(2013) that of 200 companies with 1000 or more employees, most do engagement surveys (94%), however only 43% of the respondents believe that the leadership of their organizations put any priorities based on that feedback.  What this suggests to me is that large companies talk the talk about engagement, but almost 60% do not walk the walk.

As a manager we need to take a hard look at what we are doing in our organization, are we creating and fostering an environment that creates engagement.  The issue I often seen over the last 30 years of work is that managers are not trained in employee engagement.  I always like to state that Management by Walking Around is a great technique to observe staff in a casual informal manner.  Once we get managers off their chairs and out there with the employees, we need to start asking the hard questions to determine how the engagement levels are in our departments or teams.

Here is a list of 12 questions you can ask yourself about your employees, be honest and up front with yourself and see how you might answer them.

  1. Do your employees know what is expected of them at work?
  2. Do your employees have everything they need to do the work right?
  3. Do your employees have the opportunity to do what they do best every day?
  4. During the last seven days I have given recognition or praise for a good job?
  5. As a manager do you care about your employees and take an interest?
  6. Do you encourage employee development?
  7.  Do your employees feel comfortable voicing their opinions?
  8. Do the employees understand the mission or the purpose of the company and understand how they add value?
  9. Are all your employees committed to doing quality work?
  10. Do your employees have an opportunity for social interaction throughout the day?
  11. Do you sit down with your employees and talk about how they are progressing?
  12. Do you give employees the opportunity for growth and progress within the company through training and educations programs?

These questions are very important; if you cannot answer with a positive answer to these questions you may have an engagement issue in your work place.  Lack of engagement within your team, can have many negative effects not only to your department or team but to the organization itself.  Look for the signs, are your employees absent more often than in the past, have you noticed employees taking longer breaks or lunches, Do employees come in late and leave early, is productivity down, is your employee turnover higher than industry averages, is expenses going up while revenues are stagnating or decreasing.  Any one of these could be an indicator of poor employee engagement.

The good news is that employee engagement can be turned around.  Clear strategies from leadership, HR programs for feedback cycles, training and career planning as well as getting our mangers to manage the people will all go a long way to helping employee engagement.  With the high costs of recruitment and training can large businesses and organizations continually afford to recruit and train new employees in the workplace?  It is time to break the cycle and engage our staff and organization now, or find your business/organiztion behind the marketplace playing catch up to those 40% of the businesses that do care.

 

Reference:

Chief Learning Officer (2013) ‘Weak Employee Engagement Affects Six out of Ten Large Firms’[Online]. Available at: http://clomedia.com/articles/view/weak-employee-engagement-affect-six-out-of-ten-large-firms (Accessed: October 5, 2013)

Franz, A.(2013) ‘Employee Engagement Stratgy? Nay! Leadership Strategy!’ [Online Blog]. CX Journey 31 May. Available at: http://clomedia.com/articles/view/weak-employee-engagement-affect-six-out-of-ten-large-firms (Accessed: October 5, 2013)

Temkin Group (2012) ‘The Five I’s of Employee Engagement’ [Online]. Available at: http://www.temkingroup.com/research-reports/the-five-is-of-employee-engagement/ (Accessed: October 5, 2013)