Los gerentes pueden motivar a los empleados con una palabra

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E

l trabajo en equipo aumenta la productividad y el bienestar tanto de los gerentes como de los empleados.

Le mostramos cómo, con una sola palabra, puede aumentar estos objetivos.

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Los seres humanos son profundamente sociales –todos estamos diseñados para conectar con los demás y querer trabajar juntos. Francamente, nunca habríamos sobrevivido como especie sin nuestro instintivo deseo de vivir y trabajar en grupos.

Muchas investigaciones han documentado qué tan importante es para nosotros el ser sociales. Como el neurocientífico Matt Lieberman describe en su libro “Social: Why Our Brains are Wired to Connect,” nuestros cerebros se encuentran tan entonados para la relación con otras personas, que tratan los éxitos y fracasos sociales como si fueran placeres o dolores físicos. Por ejemplo, el ser rechazado se registra como un “dolor”, del mismo modo en que podría hacerlo un golpe en la cabeza –al grado de que, si toma una aspirina, podría sentirse mejor respecto al rompimiento.

David Rock, fundador del NeuroLeadership Institute, ha identificado la familiaridad –sentimientos de confianza, conexión y pertenencia- como una de las cinco categorías primarias de los placeres y dolores sociales, junto con el estatus, la certeza, la autonomía y la justicia. La investigación de Rock muestra que, casi en todos los casos, se verá afectado el desempeño y compromiso de los empleados que experimentan amenazas o fracasos en familiaridad. Otras investigaciones han demostrado que el sentimiento de trabajar juntos predice una mayor motivación, particularmente del tipo intrínseco –un mágico elixir de interés, disfrute y compromiso que trae consigo el mejor desempeño.

Teóricamente, los lugares modernos de trabajo deberían estar rebosantes de familiaridad. Como nuestros ancestros cazadores-recolectores, la mayoría de nosotros estamos en equipos y estos deberían ser una rica fuente de recompensas de familiaridad.

Sin embargo, aunque podríamos tener metas y reuniones de equipo y podríamos ser juzgados de acuerdo a nuestro desempeño grupal, muy pocos de nosotros realmente hacemos nuestro trabajo en equipo. Tómeme como ejemplo: Yo realizo toda mi investigación con un equipo de otros investigadores. Soy coautora de artículos y libros.

Mis colaboradores y yo nos reunimos para discutir ideas y hacer planes. Sin embargo, nunca he analizado datos con un colaborador sentado a mi lado, o realizado un experimento con otro investigador a mi lado. Mis coautores y yo nunca hemos escrito en el mismo cuarto. Si, buscamos muchas metas y proyectos en equipo, pero a diferencia de estas bandas de humanos prehistóricos, que se unían para derribar a un mamut, la mayor parte del trabajo que realizamos se sigue haciendo a solas.

Eso, en pocas palabras, es la rareza de los equipos. Son la mayor fuente potencial de conexión y pertenencia en el lugar de trabajo y sin embargo, el trabajo grupal es una de las más solitarias labores que usted realizará.

Lo que necesitamos es una forma de brindarle a los empleados el sentimiento de trabajar como equipo, incluso cuando técnicamente no lo hagan. Gracias a una nueva investigación de Priyanka Carr y Greg Walton, de Stanford University, ahora conocemos una poderosa forma de hacerlo: Simplemente diga la palabra “Juntos.”

En los estudios de Carr y Walton, los participantes primero se reunieron en grupos pequeños y después se separaron, para trabajar por sí mismo en difíciles rompecabezas. A las personas en la categoría de estar “psicológicamente juntos” se les dijo que estarían trabajando “juntos” en la tarea, incluso aunque lo hicieran en cuartos separados, y que más adelante recibirían o escribirían un consejo de un miembro del equipo que les ayudaría a resolverlo. En la categoría de estar “psicológicamente solos” no hubo mención de estar juntos y el consejo provendría de los investigadores. De hecho, todos los participantes trabajaron solos. La única diferencia real era el sentimiento que el decirles que estaban trabajando “juntos” podría crear.

Los efectos de esta pequeña manipulación fueron profundos. Los participantes en la primera categoría trabajaron un 48% más, resolvieron más problemas correctamente y recordaron mejor lo que habían visto. Ellos también dijeron estar menos cansados por la labor. Reportaron que encontraron más interesante el rompecabezas al trabajar juntos y trabajaron por más tiempo debido a esa motivación intrínseca (en lugar de por un sentimiento de obligación hacia el equipo, lo que hubiera sido una motivación extrínseca).

La palabra “juntos” es una poderosa pista social para el cerebro. Parece servir como una especie de recompensa de familiaridad, señalándole que pertenece, que está conectado y que hay personas en las que puede confiar, trabajando junto con usted hacia la misma meta.

Los ejecutivos y gerentes serían sabios al usar esta palabra con mucha mayor frecuencia. De hecho, no deje que una oportunidad de comunicación se escape sin usarla. Deje que “juntos” sea un constante recordatorio a sus empleados de que no están solos y que ayude a motivarlos para desempeñarse al máximo.

Los seres humanos son profundamente sociales – todos estamos diseñados para conectar con los demás y querer trabajar juntos”.

Es fuente potencial de conexión y pertenencia en el lugar de trabajo y sin embargo, el trabajo grupal es una de las más solitarias labores que usted realizará”.

Deje que (la palabra) “juntos” sea un constante recordatorio a sus empleados de que no están solos y que ayude a motivarlos para desempeñarse al máximo”.

Los seres humanos son profundamente sociales –todos estamos diseñados para conectar con los demás y querer trabajar juntos.

El concepto de familiaridad es una de las cinco categorías primarias de los placeres y dolores sociales, junto con el estatus, la certeza, la autonomía y la justicia. Hay investigaciones que muestran que casi en todos los casos, se verá afectado el desempeño y compromiso de los empleados que experimentan amenazas o fracasos en familiaridad.

El trabajo grupal es una de las más solitarias labores que usted realizará. Pero encontrará un gran cambio usando la palabra “Juntos.” Deje que “juntos” sea un constante recordatorio a sus empleados de que no están solos y que ayude a motivarlos para desempeñarse al máximo.

Parece servir como una especie de recompensa de familiaridad, señalándole que pertenece, que está conectado y que hay personas en las que puede confiar.

© 2017Harvard Business School Publishing Corp.

De: hbr.org

Distribuido por: The New York Times Syndicate.

Managers Can Motivate Employees with One Word
Human beings are profoundly social – we are hard-wired to connect to each other and to want to work together. Frankly, we would never have survived as a species without our instinctive desire to live and work in groups.

Lots of research has documented how important being social is to us. As the neuroscientist Matt Lieberman described in his book, “Social: Why Our Brains are Wired to Connect,” our brains are so attuned to our relationships with other people that they treat social successes and failures like physical pleasures and pains. Being rejected, for instance, registers as a “hurt” in the same way that a blow to the head might – so much so that if you take an aspirin you’ll actually feel better about your breakup.

David Rock, founder of the NeuroLeadership Institute, has identified relatedness – feelings of trust, connection and belonging – as one of the five primary categories of social pleasures and pains along with status, certainty, autonomy and fairness. Rock’s research shows that the performance and engagement of employees who experience relatedness threats or failures will almost certainly suffer. Other research has shown that the feeling of working together predicts greater motivation, particularly intrinsic motivation – a magical elixir of interest, enjoyment and engagement that brings with it the very best performance.

Theoretically, the modern workplace should be bursting with relatedness. Like our hunter-gatherer ancestors, most of us are on teams. And teams ought to be a bountiful source of relatedness rewards.

However, although we may have team goals and team meetings and be judged according to our team performance, very few of us actually do our work in teams. Take me, for example: I conduct all the research I do with a team of other researchers. I co-author articles and books. My collaborators and I meet to discuss ideas and to make plans. But I have never analyzed data with a collaborator sitting next to me, or run a participant through an experiment with another researcher at my side. My co-authors and I have never typed sentences in the same room. Yes, we pursue many goals and projects as teams, but unlike those bands of prehistoric humans who banded together to take down a woolly mammoth, most of the work we do today is still done alone.

That, in a nutshell, is the weird thing about teams. They are the greatest potential source of connection and belonging in the workplace, and yet teamwork is some of the loneliest work that you’ll ever do.

What we need is a way to give employees the feeling of working as a team, even when they technically aren’t. And thanks to new research by Priyanka Carr and Greg Walton of Stanford University, we now know one powerful way to do this: Simply say the word “together.”

In Carr and Walton’s studies, participants first met in small groups, and then separated to work on difficult puzzles on their own. People in the “psychologically together” category were told that they would be working on their task “together” even though they would be in separate rooms, and that they would later either write or receive a tip from a team member that would help solve the puzzle. In the “psychologically alone” category there was no mention of being together, and the tip would come from the researchers. All of the participants were in fact working alone on the puzzles. The only real difference was the feeling that being told they were working “together” might create.

The effects of this small manipulation were profound. Participants in the psychologically together category worked 48% longer, solved more problems correctly and had better recall for what they had seen. They also said that they felt less tired and depleted by the task. They reported finding the puzzle more interesting when working together, and they worked longer because of that intrinsic motivation (rather than out of a sense of obligation to the team, which would have been an extrinsic motivation).

The word “together” is a powerful social cue to the brain. It seems to serve as a kind of relatedness reward, signaling that you belong, that you are connected and that there are people you can trust working with you toward the same goal.

Executives and managers would be wise to make use of this word with far greater frequency. In fact, don’t let a communication opportunity go by without using it. Let “together” be a constant reminder to your employees that they are not alone, and help motivate them to perform their very best.

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Managers Can Motivate Employees with One Word
Human beings are profoundly social – we are hard-wired to connect to each other and to want to work together. Frankly, we would never have survived as a species without our instinctive desire to live and work in groups.

Lots of research has documented how important being social is to us. As the neuroscientist Matt Lieberman described in his book, “Social: Why Our Brains are Wired to Connect,” our brains are so attuned to our relationships with other people that they treat social successes and failures like physical pleasures and pains. Being rejected, for instance, registers as a “hurt” in the same way that a blow to the head might – so much so that if you take an aspirin you’ll actually feel better about your breakup.

David Rock, founder of the NeuroLeadership Institute, has identified relatedness – feelings of trust, connection and belonging – as one of the five primary categories of social pleasures and pains along with status, certainty, autonomy and fairness. Rock’s research shows that the performance and engagement of employees who experience relatedness threats or failures will almost certainly suffer. Other research has shown that the feeling of working together predicts greater motivation, particularly intrinsic motivation – a magical elixir of interest, enjoyment and engagement that brings with it the very best performance.

Theoretically, the modern workplace should be bursting with relatedness. Like our hunter-gatherer ancestors, most of us are on teams. And teams ought to be a bountiful source of relatedness rewards.

However, although we may have team goals and team meetings and be judged according to our team performance, very few of us actually do our work in teams. Take me, for example: I conduct all the research I do with a team of other researchers. I co-author articles and books. My collaborators and I meet to discuss ideas and to make plans. But I have never analyzed data with a collaborator sitting next to me, or run a participant through an experiment with another researcher at my side. My co-authors and I have never typed sentences in the same room. Yes, we pursue many goals and projects as teams, but unlike those bands of prehistoric humans who banded together to take down a woolly mammoth, most of the work we do today is still done alone.

That, in a nutshell, is the weird thing about teams. They are the greatest potential source of connection and belonging in the workplace, and yet teamwork is some of the loneliest work that you’ll ever do.

What we need is a way to give employees the feeling of working as a team, even when they technically aren’t. And thanks to new research by Priyanka Carr and Greg Walton of Stanford University, we now know one powerful way to do this: Simply say the word “together.”

In Carr and Walton’s studies, participants first met in small groups, and then separated to work on difficult puzzles on their own. People in the “psychologically together” category were told that they would be working on their task “together” even though they would be in separate rooms, and that they would later either write or receive a tip from a team member that would help solve the puzzle. In the “psychologically alone” category there was no mention of being together, and the tip would come from the researchers. All of the participants were in fact working alone on the puzzles. The only real difference was the feeling that being told they were working “together” might create.

The effects of this small manipulation were profound. Participants in the psychologically together category worked 48% longer, solved more problems correctly and had better recall for what they had seen. They also said that they felt less tired and depleted by the task. They reported finding the puzzle more interesting when working together, and they worked longer because of that intrinsic motivation (rather than out of a sense of obligation to the team, which would have been an extrinsic motivation).

The word “together” is a powerful social cue to the brain. It seems to serve as a kind of relatedness reward, signaling that you belong, that you are connected and that there are people you can trust working with you toward the same goal.

Executives and managers would be wise to make use of this word with far greater frequency. In fact, don’t let a communication opportunity go by without using it. Let “together” be a constant reminder to your employees that they are not alone, and help motivate them to perform their very best.