Kamis, 18 April 2013

By car: tapping into intrinsic motivation for lawyers

2009 book of Daniel h. Pink titled “Drive: the surprising truth about what motivates us” (“Drive”) is full of information that are very important to the legal profession today.

The Central Thrust of the album is that motivate professionals like lawyers law requires businesses to move beyond the traditional use of sticks and carrots, punishments and rewards. Rose argues that instead of focusing on these external reasons, lawyers have to do is tap into the inherent motivational drives of their lawyers. This will result in more engaging work and ultimately more satisfying. Rose contends that this not only reduces turnover and burnout, but that really is the key to high performance.

Pink highlights three key aspects of work that make it more intrinsically satisfying (i) autonomy; (ii) mastery; and (iii) purpose. He argues that these components of intrinsic motivation are interdependent and mutually-which, like the legs of a tripod, of excellence cannot stay without each component in place.

If there is no merit to the argument of Pink, law firms would be good to pay attention to each of the three components of intrinsic motivation in human resource strategies. Here are some ideas on how to do it:

(i) autonomy: there are five main ways enterprises can increase the overall sense of their advocates of autonomy. These include giving lawyers more leeway: (i) to work on (independent of the subject); (ii) when to do their job (autonomy); (iii) where do their job (autonomy); (iv) they do their work (team autonomy); and (v) how to do their work (technical autonomy). The idea is that companies must grant their lawyers full autonomy on all aspects of their work. It is simply that law firms have five separate channels available along which promote greater autonomy of lawyers, and that an increase in autonomy along any of these five channels will result in a higher level of job satisfaction.

(ii) mastery: firms can promote mastery advocate aligning the difficulty of some activities with the General level of skill or their lawyers. Rose calls these “tasks of Goldilocks”-activities that are neither too hard nor too difficult. The idea is that, in order to develop the knowledge that is important for lawyers to get engaged; and in order to be engaged, they must be presented with challenges that are well suited to their level of skill. Tasks that are too challenging results in a sense of being overwhelmed; tasks that are too easy to result in boredom; activity, neither too hard nor too easy but “fair” result commitment. Commitment, in turn, leads to mastery. Law firms that are masterful development lawyers should ensure that they are neither overwhelmed nor bored-who are engaged by their work in General. If businesses are able to find this balance, their lawyers work becomes his reward.

(iii) purpose: to make their job more satisfying lawyers, law firms would also do well to enhance the emphasis put on significant, not just profitable, work-that is, that gives them a sense that lawyers are making a positive contribution to something bigger than themselves. This does not mean rejecting profit as reason; It simply means making more room for contributions led nonprofit. This could mean crafting a mission statement or vision that embraces the wholesome values related non-profit and ensuring that incoming lawyers to share those values. It could also mean putting more emphasis on pro bono work and maybe even as part of performance reviews. It could also mean taking professional coaches to work with their lawyers. Whatever the approach, taking steps to instill a greater sense of purpose in life than many lawyers work will finally make them more engaged, creative, resourceful and Yes: satisfied.

It’s no secret that lawyers are, in General, a lot of notoriously unhappy. It’s also clear that lawyers are the most important resource of any law firm. Companies that this resource would do well to take seriously the ideas of value put forth by car. At the end, when lawyers are satisfied with their work, everyone is to win–not just lawyers, but colleagues, their businesses and their customers.

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