The Benefits of a Calling - Deepstash
The Benefits of a Calling

The Benefits of a Calling

Managers might be misperceiving calling-oriented employees’ levels of performance and this might affect how the managers decided to reward those employees.

  • Calling-oriented employees tend to volunteer to perform extra tasks, so managers might extrapolate these signals to see them as more self-driven, hardworking, and committed. 
  • Managers tend to judge employee performance and commitment based on easily available information rather than a detailed assessment on output or results. 
  • The sense of obligation to reward good deeds is a moral and social norm, but by adhering to it without adequate information managers can end up rewarding “good” behaviors that don’t actually benefit the company.

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MORE IDEAS FROM Your Most Passionate Employees May Not Be Your Top Performers

Managers should not get carried away by the current obsession with seeking a higher purpose at work. This may create an unhealthy culture of employees signaling a sense of purpose they might not have, or it may drive away job-oriented workers.

Having employees with different career orientation types contributes to the diversity of organizations. Studies show that work teams benefit from having both calling- and job-oriented members: The former boost the team’s energy with their strong sense of purpose; the latter help to keep the team grounded.

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Creativity is a trainable skill

Research shows that with practise, we can all learn to become more creative.

When we hear of people known for their remarkable creativity, it's quick to assume that they are born different from the rest of us. We forget that these creative geniuses often spent years working on projects that did not turn out that well. Many hours of sharpening their thinking or skills finally created something unique.

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Corrective Feedbacks

People remember criticism but being aware of their faults does not translate into bettering their performance.

Corrective feedback has its place but people respond to praise because the former makes them defensive and therefore more unlikely to change while the latter produces confidence and the desire to perform better.

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Cognitive culture vs emotional culture
  • When people talk about corporate culture, they’re typically referring to cognitive culture: the shared intellectual values, norms, artifacts, and assumptions that serve as a guide for the group to thrive.
  • The other critical part is what we call the group’s emotional culture: the shared affective values, norms, artifacts, and assumptions that govern which emotions people have and express at work and which ones they are better off suppressing.

Cognitive culture is often conveyed verbally, whereas emotional culture tends to be conveyed through nonverbal cues.

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