When we ask executives to locate the bottlenecks to peak performance in their organizations, more than 90 percent choose MQ-related issues. They point out that much of the IQ tool kit is readily observable and central to what’s taught in business schools. The EQ tool kit, while “softer,” is now relatively well understood following Goleman’s popularization of the concept in the mid-1990s. The MQ tool kit is different.
You may already be saying to yourself that plenty has been written on trying to get “peak performance” from people in your firm, and I’d hasten to agree. But our authors have some thoughts on how to make these bromides actionable. It begins, as so much that reaches the whole human brain, from latter-day cerebral cortex to the antipodes of the reptilian core, with stories. The key insight is that our conventional stories aren’t enough, and we need to “tell five stories” all at once.
We typically see organizational leaders tell two types of stories to inspire their teams. The first, the turnaround story, runs along the lines of “We’re performing below industry standard and must change dramatically to survive—incremental change is not sufficient to attract investors to our underperforming company.” The second, the good-to-great story, goes something like this: “We are capable of far more, given our assets, market position, skills, and loyal staff, and can become the undisputed leader in our industry for the foreseeable future.”
The problem with both approaches is that the story centers on the company, and that will inspire some but by no means all employees. Our research shows that four other sources give individuals a sense of meaning, including their ability to have an impact on
- society—for example, making a better society, building the community, or stewarding resources
- the [client]—for instance, making life easier and providing a superior service or product
- the working team—for instance, a sense of belonging, a caring environment, or working together efficiently and effectively
- themselves—examples include personal development, a higher paycheck or bonus, and a sense of empowerment
Surveys of hundreds of thousands of employees show that the split in most companies—regardless of management level, industry sector, or geography (developed or developing economies)—is roughly equal. It appears that these five sources are a universal human phenomenon.
We may look askance at claims that we can be making a difference for “society,” but don’t underestimate its motivational power to rally people around a cause. The great religions, much of the charitable and nonprofit sector, and the fine and performing arts, certainly don’t underestimate it.
