Incentive - January 2008 - (Page 41)

having almost all of the contractors they reached out to jump at the chance to get involved. The only exceptions mentioned were the large national companies, like the major lumber suppliers, where the human connection between the businesses was not as strong. After the show’s hosts surprised the family with their “Gooood Moooorrnnnning!” wakeup call and sent them off on a week-long vacation while work started, it was time for the volunteers and businesses to follow through on what they’d agreed to, and to do it fast. Working literally around-the-clock, all the employees of the homebuilding companies were called on to put in hours that were longer than they were used to, stepping outside their usual work roles and doing things much more physically demanding than they would regularly be expected to. Many, including the companies’ management and owners, had to get their hands dirty with activities they would usually have their men do. Sometimes it was a matter of those who were involved just wanting to offer their help, in whatever capacity would be of most use to the project. Besides moving outside the boundaries of their usual job roles, participants found that the compressed schedule and high demands of the project required moving beyond preexisting business rivalries as well. “There were these two insulation companies in town—fierce, fierce competitors,” says Miller. “The owners hated each other, but this job was just too big for one company to do. So I called them both. After talk- ing the two into the subcontractor meeting, I can remember seeing them sitting at the church, sitting there next to each other looking at plans and beginning to figure out, ‘you do this and I’ll do that,’ and actually having civil conversation for the first time in maybe ten years. That was huge.” The project required those involved to move out of their work roles and relate with one another on a different level. The desire to help the family and the wider community was a strong enough incentive to move business-as-usual to the periphery. Paul Levesque, international business consultant and author of Motivation (Entrepreneur Press, 2007), describes how helping others, whether they are recipients of volunteer efforts or paying customers, is a strong enough motivator to diminish almost all others. “We put aside our own jobs and own lives. We’re involved in something bigger—a sense of higher purpose,” says Levesque. “The people that are building those homes on Makeover are not doing it for the money or for the personal glory. It’s wonderful that they’re appreciated and recognized, but the driving thing is ‘I want to help.’” The home builders emphasized that the experience of being part of the project was profoundly rewarding, simply for the emotions and experience of being a part of it. They describe the looks of eager excitement on the faces of volunteers, who willingly took on any job that needed to be done. Budzynski describes one master plumber who found that there was not a need for more plumbing work during his shift, yet was more than happy to just clean up the snack area. Months after the build, participants would approach the home builders to thank them for the opportunity to have been a part. “[The volunteers] found the real reason they were there. It wasn’t for TJB Homes, the builder, it was for themselves,” says Budzynski. “They received something, and I don’t even know how to describe it. You can call it ‘the Holy Ghost.’ It was a good feeling, because they were giving from their hearts and they weren’t just giving from their pocketbooks.” Levesque, who has worked as a consultant with over 350 corporate clients in the past two decades, believes this enthusiasm for good work is not limited to volunteer work or extreme acts of generosity like EM:HE. It can be generated just as strongly in the commercial sector as well, he says, as long as companies that connect with their employees’ basic human desire to help others, giving them goals that are more inspiring than just making the boss more money. “We want to help, we just don’t know how to channel it,” says Levesque. “We don’t have a society or a workplace that gives us good ways of channeling our desire to help. When I speak to management teams I say, ‘That’s your job. You give [employees] channels to tap into their spirit of volunteerism.’” Mirroring Budzynski’s comments, Levesque assures that if you give them the kind of motivation the home builders gave their employees and volunteers, “They’ll work twice as hard for you, yet at the end of the day they’ll thank you for making it possible for them to feel so fulfilled.” Having taken part in Extreme Makeover: Home Edition has helped the employees and owners see what their coworkers are capable of. When the employees look at each other now, after helping complete something so challenging and also so worthwhile, they have a stronger respect for and connection to those they worked alongside. “It’s the ultimate bonding experience,” says Hovnanian. “Now, we know anything is possible…I’m capable of more than I thought I was. You were capable of more.” incentivemag.com | January 2008 | Incentive | 41 http://incentivemag.com

Table of Contents Feed for the Digital Edition of Incentive - January 2008

Incentive - January 2008 Contents Editor’s Note: Out of SITE In The News Cover Story: Include a Meeting, Improve Morale Case Study: DHL Delivers Recognition Incentive Primer: How To Use Promo Products How Bob Nardelli Rallied Chrysler’s Dealers Incentive Interview: Ken Blanchard Says Be Nice TV’s Extreme Makeover Motivates Giving Pre-Employment Motivation The Daycare Dilemma Happy Employees Shouldn’t Mix with Sick Employees Incentive Research: Consumer Promotions Report In Her Shoes: Winning Approval Of Flextime Travel News Field Report: Barcelona Field Report: Bermuda Golf: Follow The Pros potentials Here and Now Watches As Jewelry Awards: Online Gift Cards Tech Gadgets for 2008 Last Word: Stanley Bing Bashes Bully Bosses

Incentive - January 2008

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