Are you seeking more passion France

Added: Elizabethanne Bernstein - Date: 09.08.2021 13:53 - Views: 15153 - Clicks: 3565

To thrive in tomorrow's dynamic new economy, you need your people to be engaged and passionate—and startlingly few of today's workers are both. Can you inspire your employees to change their mind-set—to want to seek out difficult challenges and connect with others to make a real impact? In a hurry? Read a brief version. Subscribe to receive insights from the Center for the Edge. Read Deloitte Review, issue Yet despite this investment, employee engagement remains low, at 34 percent.

In fact, in a recent survey of US workers, only 35 percent had the disposition to seek out challenges; even among engaged employees, only 38 percent reported seeking challenges. The lack of passion for taking on challenging problems exists at all levels and job types, with 64 percent of all surveyed workers, including half of executives and senior management, being neither passionate nor engaged.

Does it matter? We believe it does. In this environment, the answer to improving performance is not to squeeze harder. A more sustainable advantage will likely come not from squeezing harder but from learning faster: learning what customers need and want, learning how to create more value for the customer, learning how to better and more profitably deliver and capture value. The scary thing about this type of learning is that it is inherently high-risk—it requires the willingness to fail as one seeks out new approaches that work.

The three attributes of worker passion—the tendency to seek out difficult challenges, the tendency to connect with others to find better solutions, and the desire to make a ificant impact—drive the risk-taking that is necessary for this type of learning. They are crucial for a workforce that can think flexibly, learn quickly, and create new tools and approaches for new contexts. The next question is why workers lack this passion for taking on challenges. Broadly, three factors contribute to this gap.

First, the same technological trends and sense of instability putting pressure on firms are also increasing the pressure felt by individual workers. For many, this le to defensive, risk-minimizing behaviors oriented toward the short term. Second, many American employees are still in work environments that do not encourage—and in some cases actively discourage—people from experimenting and feeling invested in exploring a range of alternatives for solving difficult challenges.

Despite layers of new technology and fresh paint, many work environments have not meaningfully departed from the command-and-control structure of the last century. Too many managers still expect workers to perform the rigidly specified and highly standardized tasks laid out in process manuals. In this report, drawing on the findings from a survey of 3, US workers, we explore why employees may be unwilling or unable to take on problems and pursue new opportunities that might improve performance.

We will show data that suggests a need both for greater latitude and flexibility and for the scaffolding and tools to use that effectively. Lead by example. With the majority of surveyed executives and management neither engaged nor passionate, the first step is to commit to making a personal change, not just an organizational one.

Ask yourself: What is keeping me from stepping up with enthusiasm for the challenge rather than fear of failure? Find the passionate people in the organization, and shine a light on their efforts—and your own—to build acceptance for risk-taking and experimentation. Provide focus. Understanding what matters and where to direct our efforts is a prerequisite to making effective use of autonomy.

Workers often lack visibility into the impact of their efforts. Specialization and silos further prevent employees from gaining the perspective needed to address, or even be aware of, challenges. Create the environment. If organizations are what they measure, they are also what they celebrate. Providing space and sufficient latitude to encourage and develop self-direction and challenge-seeking at different levels of the organization cannot be accomplished without also rethinking the way a group or unit is measured.

Encourage employees to work with others with whom they can learn and let these workgroups begin to take on more responsibility and autonomy in doing the work of the organization. Celebrate efforts that create knowledge that might lead to higher performance, and eliminate the real disincentives that prevent all but the bravest from taking risks. Complex and ever-changing challenges are pervasive today, not confined to specific industries or roles that have been classified as knowledge work.

Difficult problems that require creativity, resourcefulness, and new skills can be found everywhere, for frontline workers and support teams, in business, government, and other public- and private-sector organizations. Consider the case of the captive logistics business of a heavy-industry manufacturer based in the Midwest. In , the logistics group, which had historically been a cost center, reorganized its operations, asing logistics coordinators to serve groups of customers or drivers rather than dispatchers serving regions.

Where ly the dispatchers might have used a fairly simple asment system to move freight across a region with the available truckers within that region, today—with the trucking sector struggling with high churn and variable quality—companies that rely on their logistics as a competitive advantage have needed to pay more attention to driver retention and satisfaction. It used to be a job you could do with a high school degree, and that was what most of our staff had. At the same time, trends such as automation, augmentation, virtualization, and gig employment are opening up new opportunities for the companies that can exploit them.

In this environment, companies will continuously need to find new ways to be competitive and deliver value for customers, new and old. For that, they will need employees who can solve challenges in a rapidly changing environment, think flexibly, learn quickly, and create new tools and approaches or adapt old tools and approaches to new contexts. Yet many workers are under ificant pressure just to perform, right now.

With the ongoing march of technological change and globalization, workers face the disappearance of some types of jobs and transitions to others that require new tools and in many cases, new skills and understanding. At the same time, workers are feeling the effects as companies react to these pressures with cost-cutting, tighter controls, and intense focus on short-term .

In this environment, mounting performance pressures lead to cognitive biases—such as shortened time horizon, zero-sum thinking, heightened sense of risk, and diminished expectation of reward—that get in the way of effective action for both organizations and individuals.

The world is changing too quickly to predict the shape of the next challenge or to forecast all of the skills your employees will need, even in the near future. But through cultivating passion in the workforce, you may develop people who can spot new opportunities and quickly acquire the skills and other resources needed to pursue those opportunities. The passion of the explorer has three components: a long-term commitment to making a ificant and increasing impact in a domain, a questing disposition that actively seeks out new challenges in order to improve faster, and a connecting disposition that seeks to build trust-based relationships with others who can help passionate employees get to a better answer see figure 1.

An additional 39 percent of workers have one or two attributes of passion see figure 3. This concept of worker passion grew out of our research for the book The Power of Pull. In researching environments where organizations and groups were achieving accelerating performance improvement under conditions of rapid change, we kept seeing these same three attributes. Tapping into this kind of passion can shift individuals from the fear of change or failure to excitement about the opportunity to test boundaries, to expand skills more rapidly, to apply creativity to meaningful problems, and to have a ificant impact.

For example, not only do passionate workers report seeking additional skills and knowledge from a much wider variety of sources—they report spending ificantly more time outside of work in gaining new skills and knowledge. The organization further benefits when workers are committed to finding solutions despite—or even because of—obstacles and constraints. In fact, 71 percent of passionate workers find themselves working extra hours even though they are not required.

Employees who are optimistic about the future and focused and energized in their work are a powerful resource for companies that will need to continuously invent the future. In spring , the Deloitte Center for the Edge surveyed more than 3, full-time US workers from 15 industries across various job levels. The purpose was to explore how the attributes of the explorer manifest in the workforce—and how they relate to traditional measures of employee engagement, to gain insight into the impact of employee engagement initiatives on passion.

This large sample size allows us to detect relatively small differences between different populations and gives us confidence in our . The analysis explored the differences between three distinct clusters that comprise the worker passion survey population: the passionate those respondents who have all three attributes of worker passion , the contented those respondents who score high on an index of engagement indicators but who do not have all three attributes of passion , and the halfhearted those respondents who lack all three attributes of worker passion and score low on engagement.

Additionally, the majority of our findings in this report are based on inferential statistics and predictive analytics to bring more durability and robustness in insights. In the nine years that we have been measuring worker passion, the percentage of US workers exhibiting it has remained consistently low, with no statistically ificant change over the past three years.

During this same time, employee engagement, although higher, has also remained stagnant at around 32 percent, according to organizations such as Gallup and Glassdoor. The low scores persist despite ificant investment from US companies in strategies and initiatives to engage workers. Engagement is seen as a key tool in retention and has been associated with reduced downtime, improved productivity, and better customer service, all of which can help improve overall financial performance.

Engagement may improve retention, but the people who stick around may not be the people you need; consider that government employees topped the list for retention in a recent study based on Glassdoor data. What we found is that being engaged is hardly a guarantee of passion: 69 percent of engaged workers are not passionate. Engaged employees most often lack the questing disposition, the inclination to take on difficult challenges with a desire to learn figure 4. Only 38 percent of engaged employees have the questing disposition—comparable to the overall population, suggesting that whatever else they do, engagement initiatives are not encouraging people to embrace challenges.

Both engagement and passion are more common at higher levels, although engagement is also more heavily represented in middle management and manufacturing roles, each of which scores below average on passion. The statistics might seem to tell a fairly negative story, one of a dispirited and apathetic workforce at odds with the organizations that employ them, passively awaiting their own irrelevance.

This is far from the case. While managers should see the data as a wakeup call, it also contains a more hopeful story: Not only do many people want to be passionate—they want to learn and make a positive impact. They believe themselves to be open to challenges and opportunities. For example, 66 percent of the halfhearted express at least some agreement that they welcome opportunities to try new tasks, while 61 percent suggest that they are excited to encounter new challenges at work see figure 5.

They aspire to be better. The passion of the explorer is defined by behavior, however—a propensity to act in certain ways. When asked questions that get at actual behavior, respondents show a gap between what they believe about taking on challenges and how they actually behave: for instance, whether they actively seek out challenges in order to develop their skills and make more of an impact.

Fortunately, the three attributes of passion reinforce each other in ways that can activate passion. So although the contented often lack the questing disposition—the tendency to seek out challenges—they may, in the right environment, be propelled into questing behavior if they are strongly committed to making an impact.

Similarly, those strong in connecting as the contented tend to be may discover both greater commitment and increased capacity for questing through the example and support of others who are dedicated to seeking out challenges in order to improve and make an impact faster. In this light, those 39 percent of workers who have at least one attribute of passion—and particularly those engaged who have at least one attribute of passion—have great potential to be developed.

Everyone, we believe, is capable of having the passion of the explorer. For some, work is just the source of a paycheck, not a place for learning, growth, and enthusiasm. In other cases, some jobs—among them, the likeliest targets for automation—may currently be such that almost no one could be passionate doing them. When it comes to developing passion, both the work itself and the work environment matter. A majority 56 percent of passionate employees report having discovered their passion through work, compared with a third of the contented and 13 percent of the halfhearted.

In other words, we discover passion through practice. Yet many organizations fail to support—and sometimes squelch—the behaviors we associate with passion. That might mean focusing on different organizational structures, such as teams or workgroups, that support the peer-based learning and curiosity that feed and amplify passion. Given the investment in engagement efforts, why are so few employees seeking out challenges and opportunities to create the new tools, approaches, and ideas that the organization will need for the future?

What can we learn that might point to useful actions to start shifting workers, of all kinds, toward passion? The passionate, the contented, and the halfhearted differed ificantly in their answers to several questions about their perceptions of the work environment; figure 6 shows some of those. Others may lack meaningful autonomy at work and have a sense that the risk of taking on a new challenge might not be worth the effort.

Are you seeking more passion France

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