打造高績效文化的真正關鍵在於了解你的員工為什麼工作。根本原理就是，工作的原因總是會決定工作做得多好。想打造優秀文化的話，首先要精確掌握員工工作的原因。

人們為什麼工作，實際就只是6個基本理由：

1 樂趣──你對所做的事有熱情，而且樂於全神貫注在那類事情上，你就會很有動力工作。

2 目標──如果你想透過你所做的工作讓世界變得更美好，你也會特別有工作的動力。當你重視你的工作成果，覺得自己可以讓世界不同時，你就會很有動力。

3 潛能──工作內容如果能協助你培養技能，讓你以後有更好的發展，這種工作也會讓人動力十足。

4 情緒壓力──有的人之所以每天去工作，是因為害怕他們生活周遭人們的指指點點。

5 經濟壓力──你工作是為了繳帳單，而不是因為享受所做的事。

6 慣性──你今天之所以去工作，只因上一周、過去幾個月、過去幾年或過去幾十年都這麼做。

我們將樂趣、目標、潛能稱為「直接」動機，因為它們和工作的關係最為直接。所以，它們通常可以帶來最高等級的績效。能夠鼓勵員工為了樂趣、目標、潛能而工作的公司文化，就有可能創造最高、最持久的績效。

想讓全公司產生成效久遠的改變，出發點就是要讓過程中的每一個階段都協調一致。只要公司從上到下每位員工的行動、信念和經驗都一致，就能得到長期的成果。而且只要員工的一致性愈高，文化變革的速度也就愈快。

維持整體的協調一致，是一個持續的過程，而不是一次就結束的事件。只要一時不注意，就有可能讓種種力量趁虛而入，而破壞現有的協調。欠缺協調的警告信號有：
• 員工沉默不語，不敢表達意見。
• 一直有人做出一些令你訝異的行動。
• 看不到什麼具體的進步進展。
• 在會議上，每個人只是不斷討論舊的問題。
• 每個人都有說不完的藉口、指責別人。
• 整體來說，缺少擁有感和熱情的態度。

有一個我們已經很熟悉的經營理念：要讓改變可長可久，先要設法達到促成公司文化連鎖反應的臨界質量，接著就能讓它靠著本身的動力繼續發展。而想要達到這個臨界質量，就須有足夠的人站出來，負起改變過程中的責任，而且相信未來這個公司文化所提供的種種優點。

要啟動這一文化連鎖反應、並滿足達到臨界質量的條件，你必須提出令人信服的理由，以說服大家改變。在這個議題上，最佳的做法包括：
• 要讓改變是認真的。
• 所要求的項目，必須是員工做得到的。
• 讓一切簡單、可重複。
• 要讓員工明確感受到改變的必要性。
• 改變的過程應該是大家的對話，而不是獨裁的規定。

開誠布公是網飛企業文化不可或缺的一部分，剛加入網飛的新人常常對此大為驚訝。對於那些習慣接受命令行事的人，要他們突然開始指出新主管做錯了什麼，是很彆扭的事。

在許多公司中，年度績效考核是對於員工提供回饋的機制，但這些回饋是單向的、而且只來自一個人。而網飛採用的是「書面360度」和「現場360度」。

「 書面360度」是一份報告，網飛公司裡的任何人都可以添加評論。該活動每年進行一次，每名網飛員工平均會從10名或更多同儕那邊獲得有關自己表現的評價。回饋者需要具名，如果想知道更多細節，可以直接去找對方討論。員工也可以在「書面360度」評價自己的主管，這會激發一些熱烈的討論。

除了「書面360度」之外，網飛還施行「現場360度」。顧名思義，團隊會聚在一起，邀請所有人針對某位特定成員開始給予回饋，覺得他應該在哪方面做更多、停止再做，或是繼續做下去。這些回饋會議也是抓出和緩解團隊內部緊張局勢的極好方法。「現場360度」通常是在晚餐時進行，最佳的參與人數大約是10至12名員工。

參加者必須以建議對方「開始、停止和繼續做下去」的形式，根據富有建設性的「4A準則」去提出回饋。在理想情況下，執行「現場360度」時，要試著達到百分之25的正面回饋和百分之75的發展性回饋，會比較均衡。

The real key to building a high performance culture is to understand why your people work. The underlying dynamic is why you work will always dictate how well you work. To build a great culture, it's vital to get an accurate picture of why your people work.

There are really just six basic reasons why people work:

1 Play – when you're passionate about what you're doing and enjoy engaging in that kind of activity, you will be highly motivated to work.

2 Purpose – if you're on a quest to change the world for the better by what you do at work, that will also be highly motivational.

3 Potential – when you do work which helps you develop skills and competencies which will lead to something better, that can also be highly motivational.

4 Emotional pressure – some people go to work each day because of a fear of the judgements of others in their lives.

5 Economic pressure – where you go to work to pay the bills rather than because you enjoy what you do.

6 Inertia – where you go to work today simply because that's what you've done for the past week, months, years or decades.

We call play, purpose, and potential the 'direct' motives because they're the most directly connected to the work itself. As a result, they typically result in the highest levels of performance. A culture that inspires people to do their jobs for play, purpose, and potential creates the highest and most sustainable performance.

If you aspire to generate lasting change within an organization, the place to start the journey is to ensure you have alignment at every stage of the process. Long-term results will come when everyone's actions, beliefs and experiences are aligned from person to person and across units and functions within the company. The more aligned everyone is, the faster the desired cultural change will occur.

Maintaining that alignment is a process rather than a one-time event. There are all kinds of forces which can push you out of alignment if given half a chance to take root. The warning signs of a lack of alignment are:
• People will remain silent and fear to voice their opinions.
• You will keep being surprised by the actions of some.
• You won't see any tangible progress being made.
• In meetings, people will keep revisiting old issues.
• Everyone will have lots of excuses and blame others.
• There will be a general lack of ownership and enthusiasm.

A familiar business concept is to make change stick, you've first got to create a critical mass for the desired cultural chain reaction to keep going on its own steam. That critical mass comes about only when sufficient people step up and take ownership of the change process and buy in to the merits of the emerging culture.

To initiate this cultural chain reaction and bring about critical mass conditions, you must make a compelling case for change. The best practices which apply in this area are:
• Make the change real.
• Make what's required applicable to your audience.
• Make everything simple and repeatable.
• Make the need for change compelling.
• Present the case for change as a dialogue, not a monologue.

New people who join Netflix are often stunned by just how much candor is an integral part of the culture. It's unnatural for people who have come from command-and-control firms to suddenly start pointing out what their new boss is doing wrong.

In many companies, the annual performance review is the mechanism for giving employees feedback, but these only flow in one direction and come from one person. Instead, Netflix uses "Written and Live 360s".

A Written 360 is a report that anyone at Netflix can add their comments to. It's prepared in an annual exercise, and on average Netflix employees will get feedback on how they're doing from 10 or more of their peers. That feedback is signed by the person giving it in the expectation that if you want more detail, you'll go to them and discuss it. Employees get to evaluate their bosses in these Written 360s, which makes for some lively discussions.

In addition to the Written 360s, Netflix also does Live 360s. As the name suggests, a team gets together, and everyone is invited to give feedback on what the designated person needs to start doing more of, stop doing, and continue doing. These feedback sessions are also an excellent way to identify and defuse simmering tensions within the team. Live 360s are often done over dinner, and a group of about 10 -12 employees is the optimal size.

People are asked to give constructive 4A-style feedback in the form of "Start, Stop and Continue" suggestions. Ideally, you want to try and hit a balance of around 25 percent positive feedback and 75 percent developmental feedback in these Live 360s.

推薦書單

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Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results
by 羅傑．康納斯（Roger Connors）、湯姆．史密斯（Tom Smith）
中文版：《建立當責文化》（經濟新潮社，2017）

NO.628 引爆組織動能
Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation
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