One of the books that has fundamentally inspired the Kudos team is First, Break All the Rules – What the World’s Greatest Managers do Differently [1999, Simon & Schuster], by Marcus Buckingham & Curt Coffman from the Gallup Organization. The authors conducted an in-depth research study involving +80K managers across NA in various industries, trying to determine how the best managers find, keep and nurture the best talent? They also wanted to formulate a measure for employee satisfaction/engagement – and they began with this question:
“Wouldn’t it be great, if at work at least, we didn’t have to confront our insecurities on a daily basis?”
I’m not sure if everyone is aware how much the idea (and the pursuit) of happiness is most definitely in the air as part of the zeitgeist of the moment, and how exactly Kudos fits so seamlessly into this narrative:
Drive is a great read that promotes a fresh perspective on how to practice business in this new Millennium that is more humanistic, while remaining profitable. The Drive philosophy is grounded in Motivation Theory, and moves beyond the dated robotic focus on Rewards & Recognition, i.e. the “carrots & sticks” approach to human motivation, which Mr. Pink refers to as Motivation 2.0.
Before delving deeper into M2.0, Mr. Pink takes time to outline the basic survival core that drove human evolution for many millennia, i.e. Motivation 1.0. The basics, of course, were and remain: food, shelter & procreation. These are the fundamental security concerns of every human being. These are our biological drives, but once they are secured, human nature begins to yearn for things beyond the basics.
Kudos is a simple & cost effective peer-to-peer recognition and communication system that can be employed by any size organization as a foundation and holistic approach to Employee Engagement.
I have run many companies over the years and the one common thing between them all was the need to engage the team to maximize performance and as a result the bottom-line. In each company we worked hard to articulate the vision and objectives so the team understood the big picture and what their role was in achieving our common goals. It did not matter if it was a manufacturing operation or a consulting company – the team members were looking to the leadership for purpose and direction.