A few months ago I was having a ‘deep’ work-related conversation with a good colleague of mine, Jack. We were both consultants for a mid-sized airport in the Netherlands, where Jack had been leading a major change project for over three years. He was hard-working, well-respected, and absolutely dedicated to finishing the project in the very near future.
“I know that I’ve been able to change quite some things around here”, Jack said. “But to be brutally honest with you: it feels like the impact I’m making, is far from what it used to be.”
I listened and looked at…
The most satisfied employees are the ones that feel like they’re achieving their full potential. They feel autonomous, challenged and like they’re becoming the best version of themselves. It is therefore not strange that motivating them with beautiful bells and wonderfull whistles is uneffective:
Satisfied employees don’t come to work to get free lunch. They come to work to get something accomplished.
Maybe you’ve heard of Maslow’s hierarchy of needs. Usually displayed in a pyramid (see figure below), the theory tries to explain the motivators for human behaviour. …
I have a thing for change | Delft University of Technology & Rotterdam School of Management