How to get people to give a sh*t | Jessica Kriegel | TEDxStGeorgeStudio

Summary

In this insightful talk, a data scientist explores the concept of workplace culture and how to genuinely engage employees. The speaker introduces the 'results pyramid,' a model with four layers: results, actions, beliefs, and experiences. They argue that while most leaders focus on actions, true engagement comes from altering beliefs through intentional experiences like recognition, storytelling, and feedback. A hospital case study illustrates how storytelling can dramatically shift beliefs and improve outcomes, demonstrating the power of experiences in driving accountability and genuine care for results.

Takeaways

• 🔍 The speaker is a data scientist who researches workplace culture and how to make people care about their work.
• 📊 A study involving 50,000 frontline workers in America revealed that workplace engagement drops significantly after a year.
• 🚧 The 'results pyramid' is introduced as a framework to understand what motivates people in the workplace.
• 🏆 The top layer of the pyramid is 'results', which are the outcomes we aim to achieve, like a clean room or meeting sales targets.
• 🛠️ The second layer is 'actions', which are the tasks people perform to achieve results, but focusing only on actions can lead to the 'action trap'.
• 🔄 The 'action trap' is a management approach that focuses on tasks without addressing the underlying beliefs, which can demotivivate employees.
• 🧠 To truly motivate, leaders must address the 'beliefs' layer, which is about the values and convictions that drive actions.
• 🌟 The foundation of the pyramid is 'experiences', which shape our beliefs and can be influenced through recognition, storytelling, and feedback.
• 🏥 A case study from a hospital emergency department illustrates how storytelling can change beliefs and significantly improve performance.
• 📈 By shifting focus from actions to beliefs and experiences, leaders can create a culture where people are passionate and accountable for their work.

Q & A

What is the primary focus of the speaker's research on workplace culture?

The speaker's research focuses on understanding how to get people to genuinely care about their work and take accountability for achieving results, rather than just focusing on superficial aspects of workplace culture like amenities.

What is the 'results pyramid' mentioned in the script?

The 'results pyramid' is a model with four layers that the speaker uses to explain how to motivate people to care about their work. The layers are: results (desired outcomes), actions (what people do to achieve results), beliefs (underlying values that drive actions), and experiences (events that shape beliefs).

Why does the speaker argue that focusing solely on actions is not effective in motivating people?

Focusing solely on actions, referred to as the 'action trap,' does not motivate people because it does not address the underlying beliefs that drive those actions. It only focuses on getting the job done without fostering genuine care or engagement.

What role do experiences play in shaping an individual's beliefs according to the script?

Experiences are the foundation of an individual's beliefs. They shape how people perceive the value of tasks and their willingness to engage in them. Changing experiences can lead to a change in beliefs.

What are the three types of experiences the speaker suggests using to create new beliefs?

The three types of experiences suggested are recognition, storytelling, and feedback. These experiences can help change people's beliefs and motivate them to care about their actions and results.

Can you provide an example from the script where recognition is used to motivate someone?

In the script, the speaker gives an example of recognizing their boyfriend for walking the dog by thanking him, giving him a kiss, and cooking a nice dinner, which reinforces the positive outcome of walking the dog.

How did storytelling help improve the collection of next of kin information in the emergency department case study?

Storytelling was used to share two real-life stories that highlighted the importance of collecting next of kin information. This new experience changed the beliefs of the staff, leading to a significant increase in the completion rate of the form.

What was the initial completion rate of the next of kin form in the emergency department before the storytelling intervention?

Before the storytelling intervention, the completion rate of the next of kin form was at 42%.

What was the completion rate of the next of kin form after the storytelling intervention in the emergency department?

After three weeks of storytelling, the completion rate of the next of kin form increased to 92%.

How does the speaker suggest leaders can get people to care about their work?

Leaders can get people to care about their work by creating intentional experiences that drive new beliefs, which in turn motivate people to take accountability for their actions and achieve desired results.

Outlines

00:00

🔑 Unlocking the Power of Workplace Engagement

The speaker, a data scientist focused on workplace culture, introduces the concept of getting people to care about the tasks they are assigned. They suggest that this can be achieved by understanding and influencing their beliefs and actions. The speaker discusses the results pyramid, which has four layers: results, actions, beliefs, and experiences. They explain that while most leaders focus on actions, it is the underlying beliefs and experiences that truly drive people's engagement. The speaker emphasizes the importance of creating new experiences through recognition, storytelling, and feedback to change people's beliefs and, consequently, their actions.

05:01

📚 The Impact of Storytelling on Belief and Action

In this paragraph, the speaker shares a case study from a hospital's emergency department where the collection of next of kin information was lacking. Despite efforts to improve the completion rate of the form, the results were minimal, indicating that the staff did not care about the form, viewing it as unnecessary paperwork. The speaker then explains how storytelling was used to change the staff's beliefs. Two powerful stories were shared: one where a lack of next of kin information led to a patient's death due to an undetected medical condition, and another where having the information saved a patient's life. These stories created a new experience for the staff, leading to a significant shift in their beliefs about the importance of the form. After three weeks of sharing these stories, the completion rate of the form increased dramatically from 47% to 92%, demonstrating the power of storytelling in driving change.

Keywords

💡Accountability

Accountability refers to the obligation to report, explain, and be responsible for one's actions. In the context of the video, it is about getting individuals to take responsibility for their actions at work, such as employees caring about the results of their work and taking steps to achieve them. The video suggests that true accountability comes from internal motivation, not just external directives.

💡Workplace Culture

Workplace culture encompasses the values, behaviors, and practices that characterize the work environment. The video emphasizes that a great workplace culture is not about superficial perks like ping pong tables, but about creating an environment where people genuinely care about their work and the team's goals. It's about fostering a culture where employees are engaged and motivated.

💡Results Pyramid

The Results Pyramid is a conceptual model introduced in the video to explain how to get people to care about their work. It has four layers: results, actions, beliefs, and experiences. The video argues that to truly motivate people, leaders need to focus on the underlying beliefs and experiences that drive actions, rather than just the actions themselves.

💡Action Trap

The Action Trap is a concept where leaders focus solely on telling people what actions to take without addressing the underlying beliefs that motivate those actions. The video illustrates that falling into the Action Trap can lead to demotivation and a lack of genuine engagement, as it does not inspire people to care about the purpose behind their tasks.

💡Beliefs

Beliefs, in this video, are the underlying assumptions and values that drive people's actions. The speaker argues that to get people to care and be accountable, one must influence their beliefs, not just dictate their actions. For example, if employees believe that their work is meaningful, they are more likely to be engaged and produce better results.

💡Experiences

Experiences are the bottom layer of the Results Pyramid and are the foundation upon which beliefs are formed. The video suggests that by creating new, meaningful experiences for individuals, leaders can influence their beliefs and, consequently, their actions. For instance, recognizing an employee's effort can create a positive experience that reinforces the belief in the value of their work.

💡Recognition

Recognition in the video is a type of experience that can shape beliefs and motivate actions. It involves acknowledging and appreciating someone's efforts or achievements, which can reinforce the value of their work. The video gives an example of how recognizing a boyfriend for walking the dog can create a positive experience that encourages continued action.

💡Storytelling

Storytelling is presented as a powerful tool for creating experiences that can change beliefs. By sharing narratives that highlight the importance or impact of certain actions, leaders can inspire employees to care more deeply about their work. The video shares a story of how two real-life stories changed the behavior of hospital staff regarding gathering next of kin information.

💡Feedback

Feedback is another type of experience that can influence beliefs and actions. The video suggests that constructive feedback can help individuals understand the effects of their actions and adjust their behavior accordingly. It is a way to provide experiences that can lead to new insights and changes in beliefs.

💡Engagement

Engagement in the video refers to the level of enthusiasm and commitment an individual has towards their work. The speaker notes that new employees often start with high engagement but may lose it over time, which is a sign that they no longer care as much. The goal is to maintain or increase engagement by addressing the deeper layers of the Results Pyramid.

Highlights

The power to make anyone care about what you want them to care about can lead to accountability and action.

Research with 50,000 frontline workers in America aimed to understand how to get people to care about their work.

Great workplace culture is not about amenities like ping pong tables but about genuine engagement and caring.

The 'results pyramid' is introduced as a key model to understand what drives people's actions and beliefs at work.

The top layer of the results pyramid is 'results', which represents the desired outcomes of actions.

The second layer, 'actions', is where most leaders focus, often falling into the 'action trap'.

The 'action trap' demotivates people and does not inspire them to care about their tasks.

To truly get people to care, leaders must address the beliefs that drive actions, not just the actions themselves.

The bottom layer of the pyramid, 'experiences', shapes our beliefs and is crucial for changing behavior.

Three types of experiences that can change beliefs are recognition, storytelling, and feedback.

Recognition, such as thanking someone, can reinforce positive beliefs and actions.

Storytelling can create powerful experiences that change beliefs on a large scale.

Feedback can be used to adjust and reinforce new beliefs and actions.

A real-world example from a hospital emergency department shows the power of storytelling to change beliefs and actions.

By sharing two impactful stories, a hospital department increased the completion rate of a critical form from 47% to 92%.

Creating intentional experiences can drive new beliefs, leading to cared-for actions and desired results.

The talk concludes with a call to action for leaders to use the power of experiences to get people to genuinely care.

Transcripts

Transcriber: Khaled Radwan Reviewer: isha chavan

Do you ever feel like the people in your life just don't give a shit?

Well, what if I could grant you

the power right now to get anyone to care about

the thing that you want them to care about,

so much so that they will actually take accountability

for doing something about it? What could be possible?

You could get your daughter to be excited about cleaning her room.

You could get your boyfriend to take ownership of walking the dog.

And what about your employees?

Could you actually get them to care about the results that you're trying to achieve,

so that they’re passionate about their jobs

and finding fulfillment in driving results? Well, let’s get you that power.

I'm a data scientist focused on workplace culture

and recently did research with 50,000 frontline workers in America.

We wanted to understand, how do you get people to care?

Because let's face it, great workplace culture is not

a result of how many ping pong tables you have.

Great workplace culture is when you and your team actually give a shit.

And what we found was when people start in a new job,

they actually usually care a lot,

and then a year later they are half as likely to be engaged at work.

What happens in that year to make them stop caring?

Well, understanding that was the key to figuring out how to get people to care.

And that key is something called the results pyramid.

So there are four layers in the results pyramid. And the top layer is results.

Because that's what we're all trying to achieve.

We want some kind of outcome,

whether that is a clean room or a walked dog or the revenue goals at your company.

And what creates results is actions, people doing stuff.

The second layer of the pyramid. So someone has to pick up the laundry.

Someone has to go take the dog outside,

someone has to call the client or manufacture the widget.

And that is where most leaders stop.

They know that results come from actions,

so they focus on telling people to take action.

And we call that the action trap because it looks like this.

Go clean your room. Go walk the dog. Go call the client. Did you call the client?

How many clients did you call last week?

Unfortunately, the action trap does not motivate people

and it certainly doesn't get anyone to care. It just gets the job done.

In fact, that is the exact experience that people were having in that first

year at work. That's making them go from caring to not caring.

They're getting bossed around, and it's demotivating.

If you want to get people to care,

you have to get at the next layer down in the results pyramid,

which is the thing that drives our actions.

What drives our actions is our beliefs.

We all hold underlying beliefs about whether there's value in cleaning

the room or walking the dog or doing the work.

And if you want to get people to care, you have to change what they believe,

not just what they do. And you can do that through experiences.

The bottom layer of the results pyramid is experiences,

because our beliefs all come from the experiences that we've had.

So if you want to shake someone's belief to be different,

you have to create a new experience for them. So where do you start?

There are three types of experiences that you can lean into to get people to

hold new beliefs. And they are recognition , storytelling, and feedback.

So when my boyfriend goes and walks the dog,

he comes back from walking the dog and I recognize him for

the effort that he's put in, I thank him.

I give him a kiss on the cheek, I cook him a nice dinner,

[video paused due to lag]

[video paused due to lag]

[video paused due to lag]

the dog,

because it's a result we both want.

Now you may be wondering if this is possible at an organizational level,

at scale, when you're trying to influence hundreds or thousands of people.

And it's absolutely possible.

We worked with the director of an emergency department at

a major hospital, and she had

a team of people who were only gathering next of kin information 42% of the time,

and this was a problem. She tried everything to get these people to care.

She tried simplifying the form. She tried translating the form.

She did a bunch of training on the form, and after four months of that action,

when she looked at the numbers again, they went from 42% to 47% .

I mean, she barely moved the needle because she was stuck in the action trap.

The problem was that people didn't care about the form.

The belief they held about the form was, this is paperwork.

We don't have time for paperwork. You're trying to save lives.

So what we needed in this situation was storytelling.

A couple of key stories was all she needed to create

a new experience to drive a new belief,

and we helped her identify two true stories that happened in that hospital.

One was a woman who came in to the E.R. she had been hit by a car.

They did not gather her next of kin information.

She fell unconscious and ultimately she died.

They later found out that she had a medical condition,

that if they had known about, they might have been able to save her.

The second story, same hospital, different time.

An older gentleman came in. They did gather his next of kin information.

He fell unconscious. They called the daughter.

The daughter informed them about some medication that he was on.

They adjusted the protocol and he survived.

She told those two stories for three weeks and checked the numbers

one last time.

After three weeks, they went from 47% completion rate of that next of kin form

to 92% of the time. What happened?

People actually started caring about their form because their belief changed,

which led to them taking new action. And that ultimately got everyone a new result.

That is the power of creating intentional experiences through either feedback,

storytelling, or recognition that will drive people to hold new beliefs,

which will get them to actually care and take accountability for their actions,

so that you can get the result that you and them want to achieve.

That is how you get people to give a shit. Thank you.