Finding Career Satisfaction

Do you have a colleague who’s absolutely brilliant at their job … but you’d rather pull out your hair than have to deal with them? To the employers reading this, heads-up! Someone can be brilliant at their craft, but if they struggle to work within the rhythm of a team, this misalignment can drain morale and drag down the organization's results. In today’s workplaces, employers can no longer prioritize acumen over fit. Skills matter, but culture holds everything together. You can teach someone how to do the job, yet it's their emotional intelligence, adaptability, and ability to align with the workplace environment that can impact whether the team succeeds together or falls apart. This matters more than most realize. Under employment-at-will, which governs most workplaces in the U.S., cultural misalignment can be a legitimate reason for termination, as long as it’s nondiscriminatory. See how seriously organizations take culture today? I'm not saying hire people who all think the same way, but for the sake of your business success, find people who can thrive within shared values—civility, accountability, collaboration—while still bringing their individuality to the table. And keep this in mind: The goal isn't to bring in someone who simply fits in. It's to add value without breaking what holds the team together.

Stop selling importance. Start engineering enjoyment. New cross-year, cross-culture research: people stick with resolutions when the doing feels good now (intrinsic), not when it just matters later (extrinsic). Definitions: • Intrinsic = enjoyable/engaging in the moment • Extrinsic = useful/important, pays off later We tend to choose goals for extrinsic reasons. We stick with goals for intrinsic ones. Study 1 (U.S., n=2,000, 12 months): People set extrinsic-heavy New Year’s resolutions but intrinsic motivation predicted success all year. Extrinsic didn’t. Same study, completion odds: Every 1-pt bump in intrinsic motivation ⇒ +60% higher odds of actually completing the resolution. Extrinsic? ~No relationship. Meta blind spot: People underestimate how much present-moment enjoyment drives persistence especially for themselves. Study 2 (China, n=500): Different culture, different goal mix, same punchline: Intrinsic predicted adherence; extrinsic didn’t. Study 3 (objective behavior): Step counters over 14 days (n=439). A 1 SD increase in intrinsic motivation ≈ +0.34 SD steps (~+1,250 steps/day). Extrinsic? Not significant. Study 4 (experiment, n=763): Frame a health app as fun/game-like vs important/informational. The fun frame produced ~25% more usage in 24h (more scans). You can cause stickiness by designing enjoyment. Core insight: Extrinsic picks the goal. Intrinsic sustains the habit. Importance is the map. Enjoyment is the engine. Design for “fun now,” not just “good later”: • Reframe tasks with tasty/engaging labels • Bundle temptations (podcast + workout) • Add tiny games/streaks/guesses • Make it social (buddy, public mini-wins) Reduce friction & savor wins: • 2-minute start rules, preloaded cues • Rotate micro-variations (route/recipe/playlist) to dodge hedonic decline • Celebrate small reps to keep intrinsic fuel topped up Message templates (intrinsic-first): • Movement: “Find the most enjoyable 10-min route + one new song.” • Food: “Cook a tasty 3-ingredient veg in 8 min share your hack.” • Learning: “Chase one delightful fact you want to tell a friend.” Manager/coach scripts: “Let’s design the most enjoyable version you’d do on a good day without willpower. Try 2 variants this week; keep the one you’d happily repeat.” Weekly self-audit (1–5 scale): • How enjoyable was today’s rep? • What’s one tweak to raise enjoyment by +1 next week? One-liners to remember: • Enjoyment is the engine; importance is the map. • Design habits you’d do without willpower.

"Culture fit" sounds great. Until it starts costing you: How often have you heard this during interviews? “𝗧𝗵𝗲𝘆’𝗱 𝗯𝗲 𝗮 𝗴𝗿𝗲𝗮𝘁 𝗳𝗶𝘁—𝗜 𝗰𝗼𝘂𝗹𝗱 𝘀𝗲𝗲 𝘂𝘀 𝗴𝗿𝗮𝗯𝗯𝗶𝗻𝗴 𝗮 𝗰𝗼𝗳𝗳𝗲𝗲 𝘁𝗼𝗴𝗲𝘁𝗵𝗲𝗿.” At first glance, this sounds harmless. But when “𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗳𝗶𝘁” becomes shorthand for “𝗹𝗶𝗸𝗲 𝘂𝘀,” it opens the door to: 📉 𝗛𝗼𝗺𝗼𝗴𝗲𝗻𝗼𝘂𝘀 𝘁𝗲𝗮𝗺𝘀 that lack innovation. 📉 𝗨𝗻𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗯𝗶𝗮𝘀 influencing decisions. 📉 𝗠𝗶𝘀𝘀𝗲𝗱 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 to hire diverse perspectives. Think about it: Hiring someone based on personal comfort may feel natural, but it often leads to groupthink and stagnation. 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻: Hire for cultural alignment instead. Cultural alignment means: ✅ The candidate’s values resonate with your company’s mission. ✅ Their unique experiences and approaches add fresh perspectives. ✅ They challenge the team to grow, not just fit in. 𝗛𝗼𝘄 𝗰𝗮𝗻 𝘆𝗼𝘂 𝘀𝗵𝗶𝗳𝘁 𝘆𝗼𝘂𝗿 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵? 1️⃣ Clearly define your mission, vision, and core values. A vague culture doesn’t align anyone. 2️⃣ Use structured interviews to assess alignment—not your “gut feeling.” 3️⃣ Encourage managers to value complementary strengths over similarities. When you prioritize cultural alignment, you don’t just build a team that gets along—you create one that thrives, innovates, and drives your business forward. 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵: Better hiring isn’t about finding someone to blend in. It’s about finding someone who will make your team better. _____ ♻️ Repost if this resonates. Follow Konstanty Sliwowski for more on culture and hiring.

Reading Drive by Daniel H. Pink made me reflect regarding true motivation, which stems from autonomy, mastery, and purpose—not just external rewards. In 1949, Harry Harlow conducted a groundbreaking experiment with rhesus monkeys that reshaped our understanding of motivation. Presented with a mechanical puzzle, the monkeys engaged eagerly—solving it not for food or rewards, but for the sheer satisfaction of the task itself. Astonishingly, when Harlow introduced raisins as an external reward, their performance declined. The lesson? Intrinsic motivation—the drive to act for its own sake—can be disrupted by extrinsic incentives. Fast forward to today: many organizations still operate on the standard assumption that motivation hinges on external rewards like bonuses, promotions, or recognition. While these tactics may spark short-term gains, research—including Harlow’s work and later studies by Edward Deci and Richard Ryan—shows they often fail to sustain long-term engagement. Worse, they can undermine the natural desire to explore, learn, and master challenges. Yet, this extrinsic-heavy approach dominates corporate playbooks, rooted more in tradition than evidence. What does this mean for leadership? It’s time to rethink how we inspire performance. Leaders must move beyond the carrot-and-stick model and build environments that nurture intrinsic motivation. Here’s how: Empower Autonomy: Give people the freedom to shape how they work. When individuals feel trusted to take ownership, creativity and commitment soar. Support Mastery: Offer opportunities for skill growth and meaningful challenges. People thrive when they can see their progress and stretch their abilities. Connect to Purpose: Link daily tasks to a larger mission. A sense of meaning fuels passion and persistence. Rethink Rewards: Use extrinsic incentives sparingly—to celebrate, not dictate. Ensure they enhance, rather than replace, the joy of the work itself. The implication is clear: leaders who prioritize intrinsic motivation can unlock a culture where performance is driven by curiosity, pride, and purpose—not just the next paycheck. #Leadership #Motivation #IntrinsicMotivation #OrganizationalCulture

Constantly chasing a moving goalpost? Never quite satisfied with your life, yourself, or your progress? For highly ambitious individuals, my bet is that's a big fat Yes. Every day, I speak to smart, driven senior leaders who "have it all" – outward success distracting from inner discontent. The perceived gap between where they are and where they want to be keeps them stuck in a negative emotional state underscored by a persistent sense of lack. This insatiable yearning for "more" and "better" manifests across their entire lives: health, relationships, personal development, wealth, and career. The perennial mistake I observe? A belief that this "never enough" mindset helps them achieve their potential. But the truth is, it keeps them playing small. Negative emotional states do not support sustainable peak performance. If you're relying on fear and pain to push you, you can't compete with the person propelled by confidence and joy – or the version of you who is either 😉 Enter Dan Sullivan's "The Gap & The Gain" concept: 1. The Gap: Measuring yourself against an ideal, ever-receding standard. This focus on what's missing breeds dissatisfaction and inadequacy. 2. The Gain: Measuring backwards from your starting point to your current position. This perspective cultivates appreciation for progress, boosting confidence and motivation. Why does this shift work? - A calm mind enhances focus and effectiveness - Dopamine reinforces effort, but reward encourages repetition - Confidence means embracing challenge and advocating for needs - Positive emotional states foster psychological and physiological resilience - Positive reinforcement perpetuates beneficial behaviours You might wonder: 1. Doesn't ambition require constant evolution?  Yes, and this approach supports sustainable growth. 2. Can't tension be motivating?  It can, but it's about complementing, not replacing it. 3. Won't contentment breed complacency? Unlikely. How many genuinely content high achievers do you know who are complacent? To shift your focus to The Gain: 1. Daily Reflection: Note three wins each day, reinforcing positive behaviours and mindset. 2. Measure Backwards: Regularly assess your progress from your starting point, celebrating meaningful milestones. 3. Reframe Setbacks: Ask, "What did I gain from this experience?" to maintain a growth mindset and build resilience. By adopting these strategies, you're not diminishing your ambition – you're fuelling it with a more sustainable, fulfilling approach. By starting to measuring your gains as much as the gaps I guarantee you'll see your life and leadership transform. From the Book: The Gap And The Gain by Dr. Hardy and Dan Sullivan

Your manager signs off ‘Cheers,’ your teammate writes ‘Respected Sir’ - culture clash or collaboration hack? What really happens when East meets West at work? It’s Day 1 at your global company: teammates in the U.S., London, Germany, Singapore - plus an India hub. You open your inbox and notice: A British manager ending with “Cheers” or “Best,” An Indian colleague starting with “Respected Sir,” European emails short and direct, Indian emails formal and honorific-laden. These subtle shifts signal deeper cultural norms: A Western manager may read polite silence as no ideas - when the Indian teammate is simply being respectful. Blunt feedback feels normal in one culture, rude and demotivating in another. Deadlines & punctuality are rigid in some regions, flexible in others. How to Bridge the Gap Ask, Don’t Assume What looks like formality or reticence may be cultural, not personal. Set Shared Expectations Agree on feedback style, meeting etiquette, and timeline discipline as a team. Over to You Have you ever adjusted your style for a global team? What small habit led to a big misunderstanding? Drop your story below! 👇 #globalteams #workplaceculture #culturaldifferences #communication

In a recent conversation, a new leader and I explored what truly drives people to perform at their best. She had a team member that was just not delivering, was calling in sick a lot and missing deadlines. We talked about what might be contributing to this behaviour. I believe that in many cases it comes down to three fundamental human needs and whether they are being met: 1. The need to feel COMPETENT 2. The need for AUTONOMY 3. The need for a sense of RELATEDNESS According to Self Determination Theory (Deci & Ryan), when people feel capable, have freedom in how they work, and feel genuinely valued, something shifts. They move from just doing the minimum to being truly engaged in their work. This is the transformational stuff that changes everything. As a leader, here are some actions you can take to create an environment that facilitates intrinsic motivation: 🗣️ Start with strengths – Recognising what people do well builds psychological safety and opens the door to honest, constructive conversations. 🗣️ Clarify the WHY – Purpose reduces resistance and increases energy. When explaining tasks, connect them to multiple perspectives: What's in it for them? For the team? For clients? For the broader community? This clarity is fuel for motivation. 🗣️ Mind your language – Words like "you need to," "you must," "you have to" diminish autonomy and kill intrinsic motivation. Less autonomy = less persistence, creativity, and problem-solving. Respecting these "laws of human nature" isn't just good leadership—it's a rational strategy that reduces friction and inefficiency. When we create environments where people feel competent, autonomous, and connected, we don't just manage performance—we unlock potential. #Leadership #Coaching #EmployeeEngagement #SelfDeterminationTheory #PeopleManagement #IntrinsicMotivation

Ever felt like you were on a different wavelength from your colleagues? Trust me, I've been there. 🙄 When I joined a global organization, I thought bonding with my new team would be a breeze, but boy, was I in for a surprise. 🤷♂️ Cultural differences hit me like a curveball. Building relationships felt like decoding a secret language. 😅 Turns out, global workplaces are like a mosaic of diverse cultures, and understanding the nuances is key. Did you know that 89% of us work in global teams, with colleagues from three or more cultures? 🌎 It's time to break down those cultural barriers and forge connections that matter. In my latest project, I uncovered six core elements of the relationship code: Place, Power, Purpose, Privacy, Presence, and Pacing. 📍 #Place: Different strokes for different folks! In Japan, a karaoke bar is the spot for relationship building, while in Canada, it's the breakroom banter that seals the deal. 🔝 #power : Hierarchy shapes relationships. From respecting elders in South Korea to patiently waiting for signals in flat-hierarchical cultures, understanding power dynamics is the name of the game. 🤝 #purpose : Not all relationships serve the same purpose. Some are for strategic benefits, others for the pure joy of camaraderie. Embrace the diversity in professional connections! 🔐 #privacy : Sharing is caring, but the when and how vary across cultures. Brazilians might spill all, while Taiwanese colleagues appreciate a slower, more cautious approach. 🎭 #presence : First impressions matter, and cultural nuances play a big role. A French professional's reserved demeanor might clash with an outgoing American's need for cheerfulness. 🚀 #pacing : Fast or slow, the tempo of relationship-building varies. Germans take their time, sipping tea, while others might fast-track to trust. Know your pace! Understanding these elements helped me bridge the #gap and find common ground with colleagues. 🤝 Let's celebrate our differences and build a workplace where cultural richness is the glue that binds us together. 🌈✨ #culturalconnections #ChangeMaker #GlobalWorkplace 🌐 #change #jyotidadlani #culturaldiversity #culture

Thousands of studies. Dozens of leading psychology researchers. Decades of experiments on why some people keep going when others quit… and I’ve boiled it down to the 7 biggest takeaways: 1. Action before motivation. Peter Gollwitzer’s work on implementation intentions shows that taking even the smallest step kickstarts a psychological commitment loop. Action fuels motivation more reliably than waiting to “feel ready.” 2. Make your goals specific. Locke & Latham’s Goal Setting Theory (over 1,000 studies) found that specific, challenging goals (“Run 3 times this week”) consistently lead to higher performance than vague ones (“Get fitter”). 3. Progress fuels persistence. According to the goal‐gradient hypothesis, motivation increases as we get closer to a goal. Studies in both animals and people show that small wins, like filling in progress bars or checking off steps, supercharge persistence. 4. Meaning beats willpower. Roy Baumeister found that willpower is finite, but Victor Frankl’s work on meaning and Kashdan & McKnight’s research on purpose show that a deep “why” sustains effort far beyond raw self-control. 5. Shape your environment. Wendy Wood’s research on habits shows that high self-control people don’t rely on willpower alone; they design their surroundings so the desired action is easy and temptations are out of reach. 6. Use social accountability. Harkins & Szymanski demonstrated the audience effect: people persist longer when others can see or expect their effort. More recently, Gollwitzer & Sheeran’s meta-analysis found that public commitments increase follow-through rates significantly. 7. Expect setbacks. Motivation oscillates; it’s not a flat line. Dörnyei’s process-oriented model outlines how motivation ebbs, flows, and needs recalibration. That shifting energy gives you data. And through it all, there’s one big takeaway: Stop waiting for motivation. Take action. Which one is most relevant for you?

The End of Culture Fit On Friday, I had a great conversation that reframed how I think about company culture. This leader told me their organization made a hiring decision: they will never again define someone’s fit by “culture.” At first it sounded strange. But I found myself thinking about his explanation all weekend -- and he’s onto something. He said: “When a company has hundreds of people, or thousands, or even tens of thousands of employees -- often across the globe -- representing every gender, religion, race, age, background, personality, and way of thinking… what does it really mean to say one person ‘isn’t a culture fit’? It doesn’t make sense to pit the person against the culture. If someone seemingly fits in everywhere else, but not here, maybe it’s not the person who is unfit. And even if the person doesn’t fit in everywhere else, fitting in here is what makes a company that embraces diversity, diverse.” And then he said something I’ll never forget: “The real hypocrisy is when companies wave the diversity banner, saying ‘we welcome everyone’ -- then turn around and say to one person, ‘except you.' I don’t ever want our company to be that company.” I asked him--how do you assess someone’s fit? "Lazy leaders only want to work with people they like. Strong leaders reject that shortcut. I tell my employees: don't look for employees that make you comfortable, ask if they'll raise the bar and make us better." #Culture #DiversityAndInclusion #Leadership