Drive... what a great book. And great TED talks.
One thing though, many of the things Pink describes in "Thirteen Ways to Improve Your Company, Office, or Group", I've tried them in several jobs. But they don't always work!
I have tried:
- Time for the non-comissioned big idea.
- The 20% "Operations Excellence" time.
- The Google or Fedex day. (Or the Hackathon.)
- Inversion of control.
I have not tried:
- Autonomy audits.
- DIY performance reviews.
- Peer-to-Peer performance reviews.
The problem is how to foster intrinsic motivation?
I've been in big ideas meetings where literally I was the only one putting out ideas. And this was at a time when myself (and most of my PM peers) were getting assassinated by management.
I've been in a group where the first Hackathon was scheduled with good participation, but the next had no engagement. Turns out engineering had a hate on for management because of lack of transparency.
I've been promoting hackathons and OE time when management fully supported it. Yet few wanted to participate because there was so much fatigue due to non-delivery. There was no trust in management, because there was no perceived leadership.
So what I really want to know (Do I really want to know?) is how to do a Whole 30 style reset of engineering and product culture - to get a toe hold back in building the relationship between engineering and product. Ideas? Anyone? Bueller? Anyone?
How to rebuild trust. How to regain enthusiasm. How re-energize the organization.
When I figure it out, I'll let everyone know.
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