Insightful3

Slovenia has dropped four places on the global competitiveness index. Reported by the Swiss IMD Institute and now ranks an unfortunate 46th out of 67 countries. It is my first “Managerski kongres 2024” by Združenje Manager This year's congress will focus on a discussion about competitiveness, where we will seek solutions: ⇨ How can the competitiveness curve be turned upwards and, through a clear plan, collaboration, and cooperation, radically raise the standard of living in Slovenia? ⇨ How can we overcome national division, which resembles the senseless extremes of history? ⇨ How can the state ensure an ambitious vision and strategy for developing the country and the economy, enabling a stable, predictable, and competitive business environment? ⇨ And how do we achieve a breakthrough and the much-needed uplift and development? I’m confident we at Insightful3 can help with some of the listed. How can you help?

I've never been a fan of politics. Maybe it's because I grew up believing politics and integrity don’t always mix. Who knows… Throughout my career, whenever I sensed political games being played, I removed myself sooner or later if I could not stop it. I didn’t accept the game. But enough about my take on politics. Let's talk politics. Yesterday, at the Development Conference 2024, I realized something: countries and companies have much in common. Part of the talk at a Development Conference 2024 was about decentralization in Slovenia. And guess what? The same has been a hot topic in business for years now. Many companies are in a vicious circle of decentralization, back-centralization, and so on, trying to find the right balance. Still, some have succeeded, but many have failed. However, I still believe some business concepts around decentralization could be applied country-wide. What do you think? Are countries and companies really that different? 🤔

How does culture lead to the highest levels of organizational performance? Simply put, strategy powers tactical performance, while culture powers adaptive performance. I recently posted what performance means in the workplace: https://lnkd.in/dKHdgKXx Also, I shared what drives the highest level of human performance: https://lnkd.in/d2Dkpyut Just to remind us about the power of the motive spectrum, Let’s see how it predicts performance across various human activities. 👇

I have always hated the notion that you must choose between a high-performance organization and a great culture. It's a common misconception that a good culture is just about having a fun room with PlayStation5, a football table, and pizza Fridays. This misinterpretation often leads to a lack of awareness about the true power of a strong culture. I believe that only a strong culture can create a high-performing organization. And science proves this. Yet, few leaders know how to build this culture effectively. How many companies are strategically focused on creating the highest-performing culture?

What drives performance? Motivation is the key to performance. Why we work directly impacts how well we work. When we break down human motives, we find just six. The motive spectrum organizes the reasons why people do their jobs by how close the motive is to the work: Direct motives: 𝗣𝗹𝗮𝘆 (Intrinsic Motivation–Intrinsic Regulation) ↳ You work because you enjoy the activity itself. 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 (Extrinsic Motivation–Integrated Regulation) ↳ You work because you value the impact or outcome of the work. 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 (Extrinsic Motivation–Identified Regulation) ↳ You work because it will eventually lead to something you value–valuing a second-order outcome of the work. (e.g., It will be good for my career goals) Indirect motives: 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗽𝗿𝗲𝘀𝘀𝘂𝗿𝗲 (Extrinsic Motivation–Introjected Regulation) ↳ You work due to emotions like fear, guilt, or shame. The motive is completely disconnected from the work. 𝗘𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝗽𝗿𝗲𝘀𝘀𝘂𝗿𝗲 (Extrinsic Motivation–External Regulation) ↳ You work to avoid punishment or earn a reward. The motive is separated from your beliefs. 𝗜𝗻𝗲𝗿𝘁𝗶𝗮 (Amotivation–Non-regulation) ↳ You work simply because you’ve always done it, without thinking about why. You can no longer identify the source of the motivation. 𝗗𝗶𝗿𝗲𝗰𝘁 𝗺𝗼𝘁𝗶𝘃𝗲𝘀 (play, purpose, potential) 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲 𝗮𝗱𝗮𝗽𝘁𝗶𝘃𝗲 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲, while 𝗶𝗻𝗱𝗶𝗿𝗲𝗰𝘁 𝗺𝗼𝘁𝗶𝘃𝗲𝘀 (emotional pressure, economic pressure, inertia) 𝗱𝗲𝗰𝗿𝗲𝗮𝘀𝗲 𝗶𝘁. Both direct and indirect motives can increase tactical performance. The closer the motive is to the work, the more powerful it is. Play is the most powerful, while inertia is the most destructive. Does your company understand the motivation behind the performance? If this resonates with you and you want to explore it further, we're here to help—just ask! 𝘈𝘥𝘢𝘱𝘵𝘦𝘥 𝘧𝘳𝘰𝘮 𝘗𝘳𝘪𝘮𝘦𝘥 𝘛𝘰 𝘗𝘦𝘳𝘧𝘰𝘳𝘮 𝘣𝘺 𝘕. 𝘋𝘰𝘴𝘩𝘪 & 𝘓. 𝘔𝘤𝘎𝘳𝘦𝘨𝘰𝘳 𝘢𝘯𝘥 𝘚𝘦𝘭𝘧-𝘥𝘦𝘵𝘦𝘳𝘮𝘪𝘯𝘢𝘵𝘪𝘰𝘯 𝘵𝘩𝘦𝘰𝘳𝘺 𝘣𝘺 𝘙𝘺𝘢𝘯, 𝘙. 𝘔., & 𝘋𝘦𝘤𝘪, 𝘌. 𝘓.

𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗖𝗮𝗿𝗲𝗲𝗿 𝗖𝗿𝗼𝘀𝘀𝗿𝗼𝗮𝗱𝘀: 𝗔 𝗖𝗹𝗶𝗲𝗻𝘁'𝘀 𝗝𝗼𝘂𝗿𝗻𝗲𝘆 𝘁𝗼 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 Have you ever felt torn between multiple career paths, unsure which direction to take? You're not alone. Recently, I had the opportunity to guide a client through this exact scenario. 🌟 𝑻𝒉𝒆 𝑺𝒊𝒕𝒖𝒂𝒕𝒊𝒐𝒏: My client, currently thriving in a large company, was faced with four intriguing possibilities: 1. Stay in their current role. 2. Transition to a new position within the same department. 3. Explore an upcoming opportunity in another department. 4. Consider a strategic move to the company’s headquarters. I had also added a wildcard—a potential role (within or outside the current company) they hadn’t yet considered. 🔍 𝑶𝒖𝒓 𝑨𝒑𝒑𝒓𝒐𝒂𝒄𝒉: To help them gain clarity, we used a Blind Constellation method. By stepping into each potential role (without knowing which was which), my client could genuinely feel the impact of each choice—beyond just the pros and cons they had been mulling over. 🌟 𝑻𝒉𝒆 𝑶𝒖𝒕𝒄𝒐𝒎𝒆: The insights were profound. What started as a daunting array of choices distilled down to one clear path—and an exciting openness to new, previously unseen opportunities. In just one hour, the fog lifted, and my client left the session energized, confident, and ready to move forward. 🚀 Ready to take the next step in your career journey? Let's work together to explore your options and discover the path that truly resonates with you. #CareerDevelopment #CareerChange #ProfessionalGrowth #Coaching #LeadershipDevelopment

BANI World is speaking to us about four illusions. For an intro to BANI term, please check my previous post: https://lnkd.in/dc5rktqr The world is not what it seems, and neither are we. We have been living under false assumptions and illusions that have blinded us to the truth. We have been fooled by our own narratives and expectations, which have made us complacent and ignorant. Let's dive deep into the illusions.

How effectively do you diverge from the plan? More than ever before, adaptive performance is crucial. Everything changes constantly, so times of rigid business strategies are gone. You need solid tactical performance, but adaptive performance will make the difference. The common forms of adaptive performance are creativity, problem-solving, proactivity, resilience, and citizenship. 1. Imagine some middle manager in a tech company whose job depends on hitting stretch quarterly goals. These goals are the only things one management sees. ↳ When one finds a new but risky high-value opportunity, is one likely to adopt it? Or will one just do the expected job for the sake of goals and one job? 2. Imagine a nurse with a strict schedule of tasks and procedures to follow every day. They must complete each task within a set time and are discouraged to deviate from the routine. ↳ Are they likely to adapt care when a patient’s condition suddenly changes or requires special attention? 3. Imagine call center operators whose tactical performance has been strictly managed. They’ll have process maps, scripts, calling metrics, incentive compensation, rigid performance reviews QA/QC, and many other mechanisms to ensure they do not deviate from the plan. These are the systems of tactical performance. ↳ Are these people likely to adapt around the customer when they need to? The stronger the system of tactical performance, the more it destroys adaptive performance.

In which quadrant is your company? I believe that these days, just good tactical performance is not enough anymore. The competition overruns a high-tactical-only performance company sooner or later. Can you predict the long-term outcomes for companies in each quadrant?

Everyone is talking about high-performing teams, but do we know what performance is? There are two types of performance in organizations. 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 - How effectively you execute the plan. Refers to how well an individual or team can execute known tasks or processes. It's about efficiency, accuracy, and consistency in following established procedures. 𝗔𝗱𝗮𝗽𝘁𝗶𝘃𝗲 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 - How effectively you diverge from the plan. It is the ability to go beyond the known tasks, adapt to new challenges, solve problems creatively, and innovate. They are opposites. Tactical performance strives to keep people 𝘰𝘯 𝘱𝘭𝘢𝘯. Adaptive performance strives to enable people to 𝘥𝘪𝘷𝘦𝘳𝘨𝘦 𝘧𝘳𝘰𝘮 𝘵𝘩𝘦 𝘱𝘭𝘢𝘯. Over-emphasising one destroys the other. What is your company's definition of performance?