Alive at Work

The Neuroscience of Helping Your People Love What They Do

Daniel M. Cable

• Publisher: Harvard Business Review Press
• Year: 2019
• Print ISBN:
  9781633697669
• eBook ISBN:
  9781633697676
• Topic: Business
• Subtopic: Management
• Index: Business

Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. Why is this happening? And how can we fix the problem?

In this bold, enlightening book, social psychologist and professor Daniel M. Cable takes leaders into the minds of workers and reveals the surprising secret to restoring their zest for work.

Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning--in fact, there's a part of our brains, which scientists have coined "the seeking system," that rewards us for taking part in these activities. But the way organizations are run prevents many of us from following our innate impulses. As a result, we shut down.

Things need to change. More than ever before, employee creativity and engagement are needed to win. Fortunately, it won't take an extensive overhaul of your organizational culture to get started. With small nudges, you can personally help people reach their fullest potential.

Alive at Work reveals:

• How to encourage people to bring their best selves to work and use their greatest strengths to help your organization flourish
• How to build creative environments that motivate people to share ideas, work smarter, and embrace change
• How to enhance people's connection to their work and your customers
• How to create personalized experiences that help people feel a deeper sense of purpose

Filled with fascinating stories from the author's extensive research, Alive at Work is the inspirational guide that you need to tap into the passion, creativity, and purpose fizzing beneath the surface of every person who falls under your leadership.

PART I

THE SEEKING SYSTEM

INTRODUCTION

OUR ORGANIZATIONS ARE LETTING US DOWN

“I wonder what my soul does all day when I’m at work.”

—Graffiti seen in London

Let’s start with a couple of questions. Are you excited about your work? Or does work make you feel like you need to “shut off” in order to get through it?

If you answered “yes” to the first question, you’re in the fortunate minority. But, if you’re in a position to lead and motivate others, there’s still a good chance that those who fall under your leadership would answer no.

According to both US and global Gallup polls, about 80 percent of workers don’t feel that they can be their best at work, and 70 percent are not engaged at work. What this means is that an overwhelming majority of the workforce is not “involved in, enthusiastic about, and committed to their work.” And 17 percent of that group are “actively” disengaged: they are repelled by what they do all day.¹ Another recent study shows that over 87 percent of America’s workforce is not able to contribute to their full potential because they don’t have passion for their work.²

These numbers are alarming but, sadly, they’re probably not surprising to you. I think all leaders know in their guts that engagement is an issue. Why? For one, we’ve all struggled with it ourselves. As a friend told me recently, “Sure, work sucks … that’s why they call it work.” At one point or other, we’ve all felt dulled by what we do at work—bored and creatively bankrupt. We’ve sometimes lost our zest for our jobs and accepted working as a sort of long commute to the weekend.

Yet even though we’ve all been there, it can be frustrating when our people aren’t living up to their potential. It’s exasperating when employees are disengaged and don’t seem to view their work as meaningful.

It can be hard to remember that employees don’t usually succumb to these negative responses for a lack of trying. They want to feel motivated. They seek meaning from their jobs. But some realities of organizational life are preventing them from feeling alive at work.

Here’s a real-life example. When Tom started his gig after college designing and maintaining the website of a Big 4 accounting firm, he was excited. The pay was great, much better than the other two offers he had received, and he was told that there were lots of opportunities for personal growth.

The honeymoon didn’t last long. As Tom recalled: “I soon found out my supervisor had no time or patience for experimenting. He was more concerned with protocol than personal development. It’s like he’s afraid of me trying new things because it might not go exactly as planned. It doesn’t exactly leave much room for learning.”

At first, Tom wasn’t deterred. He tried to keep an open mind and optimistic attitude. He worked to improve some processes and inject some personality into his work, which gave him boosts of confidence. Unfortunately, Tom’s boss was under pressure to meet website performance metrics, so she didn’t have the flexibility to implement Tom’s ideas.

Tom began to shut off. He did his work and completed his tasks, but he was becoming disengaged and unmotivated. He felt he was performing a series of scripted actions. Worse, he felt as if his boss wasn’t responding to his creative impulses. After a year, Tom’s tasks began to feel routine, small, and disconnected from a bigger picture.

Which is a shame. It’s not as though Tom was a subpar performer who was only working for a paycheck. He was smart and talented, and he wanted to learn new things and expand his horizons. But his boss, he thought, was holding him back. So instead of contributing more to his employer, Tom looked elsewhere for fulfilment. While at work, he started bidding on website management projects via a freelancing app, and took on new projects that he was excited about. The irony was that his freelance work wasn’t much different from his day job. But since it allowed him more ownership and freedom, it felt more meaningful to him.

Unfortunately, Tom isn’t an outlier: he’s like most employees in big organizations. As the Gallup studies suggest, a majority of employees don’t feel they can be their best selves at work. They don’t feel they can leverage their unique skills or find a sense of purpose in what they do. Most organizations aren’t tapping into their employees’ full potential, resulting in workplace malaise and dull performance.

Organizations are letting down their employees. We can do a much better job at maintaining their engagement with their work. But first, we need to understand that employees’ lack of engagement isn’t really a motivational problem. It’s a biological one.

Here’s the thing: many organizations are deactivating the part of employees’ brains called the seeking system.³ Our seeking systems create the natural impulse to explore our worlds, learn about our environments, and extract meaning from our circumstances.⁴ When we follow the urges of our seeking system, it releases dopamine—a neurotransmitter linked to motivation and pleasure—that makes us want to explore more.⁵

The seeking system is the part of the brain that encouraged our ancestors to explore beyond Africa. And that pushes us to pursue hobbies until the crack of dawn and seek out new skills and ideas just because they interest us. The seeking system is why animals in captivity prefer to search for their food rather than have it delivered to them.⁶ When our seeking system is activated, we feel more motivated, purposeful, and zestful. We feel more alive.⁷

Exploring, experimenting, learning: this is the way we’re designed to live. And work, too. The problem is that our organizations weren’t designed to take advantage of people’s seeking systems. Thanks to the Industrial Revolution—when modern management was conceived—organizations were purposely designed to suppress our natural impulses to learn and explore.

Think about it: in order to scale up organizations in the late 1800s, our species invented bureaucracy and management practices so that thousands of people could be “controlled” through measurement and monitoring. Because managers needed employees to focus on narrow tasks, they created policies that stifled employees’ desires to explore and try new things. These rules increased production and reliability, but reduced employees’ self-expression, ability to experiment and learn, and connection with the final product.

Unfortunately, many remnants of Industrial Revolution management still remain. In an overzealous quest to be competitive, ensure quality, and comply with regulations, most large organizations have designed work environments that make it difficult for employees to experiment, stretch beyond their specialized roles, leverage their unique skills, or see the ultimate impact of their work. Most leaders today don’t personally believe that people work best under these conditions. But each generation of managers walks into organizations where there are deeply entrenched assumptions and policies about control through standardized performance metrics, incentives and punishments, promotion tournaments, and so on. As a result, organizations deactivate their employees’ seeking systems and activate their fear systems, which narrows their perception and encourages their submission.⁸

When people work under these conditions, they become cautious, anxious, and wary. They wish they could feel “lit up” and creative, but everything starts to feel like a hassle. They start to experience depressive symptoms: for example, a lot of headaches or trouble waking up and getting going in the morning.⁹ Over time, they begin to believe that their current state is unchangeable, and they disengage from work.

But get this: our evolutionary tendency to disengage from tedious activities isn’t a bug in our mental makeup—it’s a feature. It’s our body’s way of telling us that we were designed do better things. To keep exploring and learning. This is our biology—it is part of our adaptive unconscious to know that our human potential is being wasted, that we are wasting away.¹⁰ Jaak Panksepp, the late pioneer of affective neuroscience, said it best: “When the seeking systems are not active, human aspirations remain frozen in an endless winter of discontent.”¹¹

During the Industrial Revolution, limiting workers’ seeking systems was intentional. Scientific management was considered rational and efficient because it helped ensure employees did only what they were told to do.

Things are different now. Organizations are facing the highest levels of change and competition ever, and the pace of change is increasing each year. Now more than ever, organizations need employees to innovate. They need employees’ insights about what customers want. They need new ways of working based on technology that employees understand better than leaders. They need employees’ creativity and enthusiasm in order to survive, adapt, and grow. They need to activate their employees’ seeking systems.

I know this is possible. I’ve studied organizations as a professor and a consultant, and I have seen firsthand how they can work better. Throughout this book, we’ll look at leaders across the world who have improved business outcomes while also improving the lives of employees by activating their seeking systems. We’ll look at call centers in India, manufacturing plants in Russia, assembly facilities in Italy, nonprofits in the United States, delivery companies in the United Kingdom, airlines in the Netherlands, and banks in China. We will see again and again there are ways to activate the potential that lies dormant within all of us.

And it doesn’t take a massive overhaul of a company’s structure to make it happen. With small but consequential nudges and interventions from leaders, it’s possible to activate employees’ seeking systems by encouraging them to play to their strengths, experiment, and feel a sense of purpose.

Here’s the plan for the book.

First, we’ll take a closer look at the ins and outs of the seeking system: how it works and why it is needed to improve performance and help people live lives that are more worth living. The more you know about the mechanisms driving employee zest, motivation, and creativity, the better you’ll be at increasing engagement and innovation.

Next, we’ll look at why and how organizations are activating employees’ fear systems and deactivating their seeking systems, and we’ll examine ways to change this and help employees find “freedom” within the “frames” of their jobs.

From there, we’ll tackle each trigger that activates the seeking system—self-expression, experimentation, and personalized purpose—and learn how leaders at all levels can increase employee zest and engagement through these triggers. You’ll gain a more substantial understanding of why people love what they do—or more often, don’t love what they do.

Most of all, you’ll get an in-depth look at how employees think and feel about their work, and you’ll discover ways to tap into their full potential. Activating the seeking system is like putting a plug into a live socket. The potential is already flowing right under the surface—you just need to access it to get employees lit up.

Here’s the best part: it may sound crazy, but finding ways to trigger employees’ seeking systems will do more than increase the enthusiasm, motivation, and innovation capabilities of your team. By improving people’s lives, your own work as a leader will become more meaningful, activating your own seeking system. Things will work better for you. As Terri Funk Graham said, “The more passion people have for the work that they do, the more likely they are to demonstrate positive energy and success in life.”¹²

Let’s get started.

CHAPTER 1

THE WAY THINGS OUGHT TO BE

Bonnie Nardi wasn’t a gamer, and she couldn’t understand how her son and students could spend hours of their lives sitting in front of screens. But after one of her anthropology students did a presentation on World of Warcraft, her interest was piqued. As someone who studied social life on the internet, she thought she could learn something from it. So she decided to give the massively popular role-playing game a try … you know, for research.

It didn’t take long for Nardi to get what all the buzz was about. “Once I got over my initial disorientation in the game,” she writes in My Life as Night Elf Priest, “I developed a strong sensation that I had woken up inside an animated fairy tale.”¹ She was hooked.

In her book, Nardi details one of the first raids she participated in with a guild of fellow gamers she met online. Their mission: to obtain treasure by defeating a succession of evil “bosses,” or monsters, who have special skills and powers that are extraordinarily difficult to defend against.

Anticipation was high.

5:30 p.m.

Although they are physically located around the globe, Nardi and her guildmates meet up a half-hour before their quest and chat via text and voice and share information that they’ve learned via wikis, blogs, and YouTube videos.

6 p.m. sharp.

The raid begins.

Nardi and her fellow guild members walk through a waterfall and take an elevator to reach a cavern below. She notes: “I have read about the elevator in player descriptions … and step carefully to wait for it to rise to our level.” The guild enters the cavern and are met by a group of guards, or a trash mob, who are protecting the bosses. The guild uses everything at their disposal—spells, skill enhancements, potions, you name it—but can’t get past the mob. Everyone is wiped out.

The guild retreats to a graveyard and regroups. Soon after, they try again, using a different combination of attacks and manage to defeat the guards before proceeding to battle the Lurker Below, a monster that must be fished out of the sea. “Things are going pretty well until the Lurker issues a ‘spout,’ d...

Table of contents

• Cover
• Title Page
• Copyright
• Dedication
• Contents
• Part I: The Seeking System
• Part II: Self-Expression
• Part III: Experimentation
• Part IV: Purpose
• Notes
• Index
• Acknowledgments
• About the Author