I recently flew to New York City to meet with the head of one of the world’s largest wealth management companies. He told me he’d read my book, Why Motivating People Doesn’t Work… and What Does multiple times and was dedicated to using its ideas to change the culture of his organization.
Pretty heady stuff.
He realized he couldn’t drive people to be more just, client focused, and service oriented. The only way a radically different culture would emerge was through employees working together and making their own decisions to find new approaches for managing people’s wealth.
This powerful executive recognized that only through the power of tapping people’s honest and authentic need for autonomy, relatedness, and competence (ARC) would he be able to achieve the results he was looking for—a high functioning, self-motivated organization. He realized that any driving for adherence to new policies and procedures would undermine people’s…
View original post 400 more words