For the love of leaders, challenge, meaning and practice

Yesterday I had a Silver and Black attack.

One of the Oakland Raiders Facebook fan pages shared a homemade video montage of the 2010 draft picks.

These big boys are excited to work play. Ready to give 110% to get just chance to work play on the team they were hired to play for any given Sunday this fall (or sometimes Monday, Thursday and/or Saturday).

I grew up loving the Raiders lore, led by none other than John Madden -- Mr. Football himself.

John was an inspiration who loved, lived and breathed his game everyday. His coaching staff loved the game. His players loved the game.

Love, Love, Love -- there's nothing you can do that can't be done.

Under Madden's guidance, Oakland never experienced a losing season.

Can you imagine if your players employees worked that hard for your organization? There's no way a team just gets jazzed and exceeds expectations because they showed up to get a paycheck.

There's a lot more to it than that -- whether you're playing in the NFL, selling clothes at Kohl's or developing products for Apple.

The motivational sentiment of giving 110% is nice, but it's much more realistic to get your staff to give 100% by challenging them to give their all, to be better at what they do and why they do it, and to love what they do while working hard doing it. (I'm rereading Mark Murphy's book Hundred Percenters, which I highly recommend.)

Leadership and HR expert Dave Ulrich touts that when workers find meaning in their jobs, they’re more productive and contribute more to the organization as a whole.

And Mark's post yesterday about what it takes to be better at what you do - practice, practice, practice and lots more practice.

So in a very small space, here's what we've got for why employees give 100%:

And what better architect and facilitator for all of these but HR. Right? In fact if human resources and the organizations they worked for focused more on empowering their leaders and employees than enabling them (as in non-productive co-dependency), then maybe we'd advance the workplace a lot farther than we've come to date.

Change management is tough and according to John Sumser, HR could work it's way right out of a job if it viewed organizational and employee development that way -- evolving into something else even more fruitful to the business and the bottom line.

I haven't wanted to work in the alternative for years. Have you?

We should all know no other way to work play.

Post by Kevin W. Grossman (join me on Twitter, Facebook and LinkedIn - and now join HRmarketer on Twitter, Facebook and LinkedIn!)

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