Susanne Jacobs, the inventor of The Seven and an expert in organisational behaviour and performance places a strong emphasis on neuroscience, trust, and motivation.
Marcus and Susanne talk about the origins of workplace behaviour, which may be traced to the industrial revolution and the influence of individuals like Frederick Taylor. They discuss how conventional management practises and control mechanisms continue in spite of unfavourable results.
Measurement and Short-Termism: The discussion touches on the preoccupation with short-term measures and management techniques that inhibit long-term involvement and production. They talk about the issues with assessing lag indicators and how crucial it is to measure what counts most.
Marcus talks on corporate psychopathy and how short-termism in the business realm can result in treating employees like replaceable goods. The discussion explores how short-term thinking affects workers and the workplace environment.
Susanne stresses the value of fostering an environment where workers can thrive while putting an emphasis on their intrinsic motivation. The conversation emphasises the need for a change in organisational thinking as well as the harmful impacts of stress and burnout at work.
Marcus discusses leadership and human-centered approaches, including the value of being honest about your limitations as a leader and insights from Michael Brody-Waite. The discussion also makes reference to Gallup's 12 questions, with an emphasis on the enquiry about having a best friend at work, which emphasises the value of interpersonal relationships at work.
Leadership and Competition: The discussion kicks up with a discussion of leadership and the notion that historically, corporations have favored competition among employees over collaboration. This competitive climate frequently encourages creating excuses and placing blame.
The conversation stresses the fact that motivation is an inside force and questions the idea of motivating others. When people's material requirements are already supplied, attempts to inspire them externally frequently result in demotivation or the adoption of inefficient incentives.
Both presenters stress the value of intrinsic motivation, which is fueled by a desire to learn and grow rather than by outside rewards like money or competition.
Susanne Jacobs introduces seven variables that influence people's motivation and sense of trust. The abbreviation DRIVERS, which stands for Direction, Relative Position, Inclusion, Voice, Equity, Reliability, and Stretch, stands in for these elements.
Direction and Purpose: Purpose and meaning in one's work are provided by direction, which also enables people to recognize the significance and worth of their contributions.
Relative Position and Status: In a team or organization, a person's relative position refers to how they are acknowledged and respected. It's crucial to establish a setting where everyone's contributions are valued.
Inclusion and Social Connection: Inclusion is the process of developing social connections and a sense of belonging among team members in the workplace.
Voice and Autonomy: Having a voice enables people to have influence and autonomy in their job, which helps them feel in charge and free to choose how to accomplish their objectives.
Equitable distribution of opportunities and resources is ensured by equity, but unfairness can have detrimental effects.
Reliability and Predictability: Reliability fosters a climate of predictability and security in the workplace, which lessens anxiety and apprehension.
Stretch and Growth: Stretch motivates people to go beyond their comfort zones, work toward objectives that are beyond their reach, and appreciate the effort they put into their work.
Storytelling's Influence: The discussion emphasizes the importance of narrative in advancing neuroscience. Stories can elicit strong emotions and alter how someone views the culture, goals, and influence of an organization.
Co-Creation of Organizational tales: The significance of incorporating employee experiences and contributions into the co-creation of organizational tales is underlined. The principles and mission of a company can be communicated more effectively through storytelling.
In his advise to Susanne Jacobs at the age of 23, Marcus Cauchi emphasizes the value of embracing vulnerability and growing from mistakes in order to become a better leader.
In conclusion, the topic examines how storytelling affects organizational culture and behavior as well as leadership, motivation, and trust-building.In conclusion, the topic examines how storytelling affects organizational culture and behavior as well as leadership, motivation, and trust-building.