- Ex-Tesla Workers Are Still Believers
Some people’s reactions over being fired from Tesla surprised many analysts. Rather than the normal angry barbs (and I am sure there were plenty of those) what made the news were the messages of thanks from, now ex-employees, explaining how they enjoyed their time there and were glad to be a part of it. Some of the Tweets included:
- “Thanks for the opportunity, Elon! Eye on the mission. Will always be proud to say I worked for Tesla”
- “I just wanted to let you know that I really enjoyed working for Tesla”
- “I was laid off from Tesla yesterday and although it hurts (a lot!), it is the right thing for the company. I don’t regret giving all I had and in a way bidding adieu is my last contribution. I’ll be cheering Tesla on knowing I did my part. Thanks for the years of memories!”
A Bloomberg article Fired Tesla Workers Still Love Elon Musk recaps some of the comments.
- Enlightened Pessimism
From a reverse perspective, a recent Science Direct article found that Employees who practice mindfulness meditation are less motivated, having realized the futility of their jobs. It seems that when people learn how to detach from sources of stress they are less likely to want to work towards goals they are not aligned with.
So, beware those corporate mindfulness workshops unless your organization has a compelling purpose!
The Importance of a Compelling Purpose
First, people want jobs that satisfy their physical and safety needs of having enough money to provide the necessary food and shelter. These are levels one and two in Maslow’s hierarchy of needs. None of the later stages of motivation ever come into play until these most critical needs are met. However, once they are met, people want to work towards something worthwhile and motivating.
Tesla has never been about making fancy electric cars, that’s just a side effect of their real purpose. The Tesla vision and mission statement used to be: “To accelerate the world's transition to sustainable transport.” However, in mid-2016, the company changed it to “To accelerate the world's transition to sustainable energy.” So, they are not building cars, they are helping save the planet for us and future generations.
That is a worthy goal. It is a purpose people can get behind, and a reason people were glad to work at Tesla, even if their role has now ended. They were never just car makers, they were game changers and that’s what people are grateful for.
Contrast it to the mission of BMW: “Strategy Number ONE aligns the BMW Group with two targets: to be profitable and to enhance long-term value – from a technological, structural and cultural perspective. The mission statement up to the year 2020 is to become the world's leading provider of premium products and premium services for individual mobility.”
While it mentions culture, there is a focus on profit, value and being the world’s leading… In other words, it is based on money and dominance, rather than a compelling purpose.
Creed Over Greed
Most organizations share mission and vision statements like BMW’s. They talk about generating shareholder value and becoming the biggest this or the leading that. This is understandable in a purely economic model, but as we saw earlier, once people have enough money they want something more - something compelling, something worthwhile.
When we can appeal to people’s desire for meaning, and when we can support them to make valuable contributions to a worthwhile purpose, they will experience motivation beyond the economics that dwindles over time. “Creed” means a belief system, it is more powerful than greed. Growing larger for the sake of profit and market share is unfulfilling, like a cancerous growth.
Having a worthwhile purpose people can unite behind is tremendously powerful. Organizations like TOMS Shoes and Warby Parker attract top talent not only because they are rewarding places to work, but also because they share a larger goal of helping others less fortunate. Studies show that contributing to good causes makes us happy so it should be no surprise that working for an organization that helps others should be the most rewarding and motivating.
Talent is More Mobile Than Ever
The internet has lowered the cost of communication. It is easier than ever to advertise jobs and share the corporate purpose. People tend to switch jobs more frequently now and the same tools that make advertising jobs easier, also make relocation easier. Smart, talented people are more mobile than ever. They want to apply their skills in worthwhile, interesting settings.
Given the choice of making more money for executives and shareholders or saving the planet, most people (thankfully) would choose to try and help save the planet. When Tesla was hiring last year, they received nearly 500,000 applicants for about 2,500 job openings. So, people only had about a 1 in 200 chance of being accepted – a testimony to how much people want to work there.
With these odds only the very best people get accepted. This has a two-fold effect, 1) the top talent moves to the better companies, 2) lacklustre organizations get a higher concentration of sub-par people as the best move on.
Find the Purpose/Make a Purpose
If you are a CEO, aligning your organization with a higher propose will help attract top talent. If you are a leader in a traditional organization, then creating opportunities for employees to contribute to society is a powerful motivator.
We cannot all work for Tesla or Patagonia, but we can try to inject some worthwhile components into people’s work lives. Hackathons for a good cause, Habitat for Humanity volunteering, they all help create more satisfied and motivated team members.
At various stages of people’s careers, they care about different things. Many people starting out just want the highest paying job they can obtain to get established in their adult lives. This is understandable and natural. Then, later they want to be part of something bigger, something more useful. Understanding and recognizing this desire allows organizations offering a motivating purpose the capability to appeal to the top tier talent.
[Note: I wrote this article for ProjectManagement.com first and it was published here]