Compliance Cop to Culture Coach
Frederick Herzberg in 1959 studied intrinsic motivators and hygiene factors that inhibit performance in engineers. For many years educators and businesses have been evaluated on number. What are the test scores, what are the sales, what are the profits? How is that working?
Now, people are leaving positions, organizations, and leaders (bosses) because Covid forced us to confront whether or not our organizations are growth producing or are not as healthy as we thought. Here is a list of behaviors in Herzberg’s research.
The growth or motivator factors are intrinsic to the job:
- Achievement
- Recognition for achievement, the work itself
- Responsibility
- Growth or advancement
The dissatisfaction-avoidance or hygiene factors that are extrinsic to the job are:
- Company policy and administration
- Supervision
- Interpersonal relationships
- Working conditions
- Salary
- Status
- Security
As I reviewed and contemplated this research again and a colleague Jathan Janove mentioned the term ‘compliance cop to culture coach’ I started to rethink how schools and businesses operate. Which ones do well in many types of environments and which ones struggle in a changing landscape. Working with schools and businesses relative to the following 7Cs have helped organizations move ahead
Compliance Cop to Culture Coach
- Communication
- Collaboration
- Coaching
- Change
- Conflict
- Creativity
- Courage
Once the culture is right positive increases in other areas are more productive. A few of these areas are:
- Cultural responsiveness and Inclusivity
- Community of Learners
- Content, Instruction, and Assessment (CIA)
Using Stakeholder Centered Coaching (Marshall Goldsmith) and Finding Your Why (WHY Institute) have helped increase motivation and results.
References:
Goldsmith, M. (2007). What got you here won’t get you there. New York: Hyperion
Herzberg, F. (2008). One more time: how do you motivate employees? Boston: Harvard Business Press.