Want to Build a High-Performance Organization? Pay Your People Less.
August 8, 2011 ‐ 1 comment

A growing amount of research (here’s a 2005 business study, and  a recent abstract from education) could spell bad news for those of us who measure our value by our paycheck. On the other hand, it sheds important and counterintuitive light on how to get the best out of people.http://infolio-rg.ru


Okay, so the title of this blog is intentionally provocative – we haven’t seen any serious scholarship advocating reductions in pay. But what studies do seem to indicate is that for people charged with carrying out complex tasks, financial rewards don’t motivate better performance. In fact, they correlate with poorer performance.

The things that do appear to correlate with higher performance are:watch full film Why Him?

We at BrandCulture believe that an organization’s brand and its culture are two sides of the same coin. Put simply, your people must believe what you say to the market, and must behave in ways that support it: What you say is your brand, how your people behave is your culture. In order for either to be strong, they must both be grounded in a clear Shared Purpose.

Shared Purpose is not to be confused with moral purpose – we’re not saying you need build your culture and your brand around world peace or a whaling moratorium. But we are suggesting that your people will give you their best when they are working towards something greater than the task at hand, and your customers will recognize it too.

You don’t even have to call it a Shared Purpose (though some do). But you do need something that gives employees something higher to aim for and customers something bigger to buy into – something like Nike’s mission “to bring innovation and inspiration to every athlete” (according to Nike, if you have a body, you are an athlete). Like the Wikimedia Foundation’s commitment to “a world where every single human being can share in the sum of all knowledge.” Like Charles Schwab’s purpose “To help everyone be financially fit.”

And sorry, but no. Your company’s vision “To become the market leader in (insert industry here)” does not count as something greater, higher or bigger.

If this topic is of interest and you haven’t already read Drive by Dan Pink, find 10 minutes to watch this piece. It’s not only an illuminating talk, it’s a great example (from the RSAnimate series) of an engaging way to present information:

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