Widgets audiobook cover - The 12 New Rules for Managing Your Employees As If They’re Real People.

Widgets

The 12 New Rules for Managing Your Employees As If They’re Real People.

Rodd Wagner

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Mind Map

Widgets
Employee Energy Levels+
Human Nature & Motivation+
Individuality & Security+
Compensation & Balance+
Culture & Transparency+
Meaning & Future+
Recognition & Teamwork+
Leadership & Challenges+

Quiz — Test Your Understanding

Question 1 of 8
What is the fundamental difference between viewing employees as 'homo economicus' versus 'homo reciprocans'?
  • A. Homo economicus is motivated by social bonds, while homo reciprocans is motivated by money.
  • B. Homo economicus is driven by rational financial incentives and threats, while homo reciprocans is driven by mutual treatment and reciprocity.
  • C. Homo economicus thrives on teamwork, while homo reciprocans prefers working individually.
  • D. Homo economicus requires constant recognition, while homo reciprocans is intrinsically motivated.
Question 2 of 8
How did Hewlett-Packard successfully handle the economic recession in 1970 without resorting to mass layoffs?
  • A. They implemented a temporary freeze on all promotions and hiring.
  • B. They required most employees to take every second Friday off with a 10 percent pay cut.
  • C. They transitioned their workforce to a completely remote environment to save on overhead.
  • D. They offered massive financial bonuses to employees who voluntarily resigned.
Question 3 of 8
Why does the author argue against simply giving employees cash payouts to incentivize them in the long run?
  • A. It creates unfair competition among team members and reduces collaboration.
  • B. It leads to 'hedonic adaptation,' where employees quickly get used to the extra money and just want more.
  • C. It forces the company to reduce spending on essential personal development programs.
  • D. It causes employees to prioritize their personal financial goals over the company's mission.
Question 4 of 8
What strategy did the software provider SAS use to improve employee well-being and prevent burnout?
  • A. They implemented a 35-hour workweek.
  • B. They allowed employees to choose their own custom job titles.
  • C. They made all employee salaries transparent to the public.
  • D. They implemented a holacracy management structure.
Question 5 of 8
According to the book, what is a defining characteristic of a 'cool' company?
  • A. Constantly analyzing and copying the success strategies of industry peers.
  • B. Providing unlimited vacation days and free food in the office.
  • C. Being authentically unique and focusing on their own strengths rather than imitating others.
  • D. Ensuring all upper management positions are filled by younger generations.
Question 6 of 8
What did the Harvard University LEGO experiment reveal about employee productivity?
  • A. People work faster when they are paid an increasing amount of money for each subsequent task.
  • B. Workers are more productive when they can see the tangible results of their labor, giving their work meaning.
  • C. Repetitive tasks decrease productivity regardless of how much financial compensation is offered.
  • D. Employees prefer to build things from scratch rather than following pre-designed instructions.
Question 7 of 8
What biological response occurs when an employee's success is recognized by others?
  • A. Cortisol levels drop, significantly reducing workplace stress and burnout.
  • B. Serotonin is released, making the employee feel more relaxed and focused.
  • C. Oxytocin is produced, increasing the employee's trust in upper management.
  • D. Dopamine is released in the brain, producing a pleasurable sensation related to social approval.
Question 8 of 8
How does the book suggest companies should view extreme, high-stress situations (like the environment on a US Navy submarine)?
  • A. As toxic environments that inevitably lead to high turnover and should be avoided at all costs.
  • B. As opportunities for employees to build psychological resilience and achieve personal growth.
  • C. As scenarios where management must abandon coaching and adopt a strict top-down hierarchy.
  • D. As indicators that the company's work-life balance policies are failing.

Widgets — Full Chapter Overview

Widgets Summary & Overview

Widgets (2015) is a guide to improving employees’ performance, regardless of the field they work in. These blinks outline the fundamental principles, based on scientific research, that will help any company improve its efficiency, profitability and worker satisfaction.

Who Should Listen to Widgets?

  • Every entrepreneur or manager interested in improving employee performance
  • Anyone working in human resources

About the Author: Rodd Wagner

Rodd Wagner has worked for a wide range of companies across the globe and is currently vice president of employee engagement strategy for BI Worldwide. His books have been featured in The Wall Street Journal, ABC’s News Now and CNBC.com.

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