Rebecca Metter is the CEO of Wambi, LLC, a digital healthcare employee recognition platform that improves patient satisfaction and safety. It’s the first gamified system that significantly increases employee engagement.
In this throwback episode, Nikki revisits her conversation with Rebecca, a CEO whose mission is to create meaningful interactions between people as a way to create real and lasting change.
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Truth You Can Act On
1. Start with the End in Mind
Rebecca Metter: “The number one most important thing to figure out before developing the strategy itself is to kind of take a step back and ask yourself, ‘Why am I doing this? Why do I think I need to use gamification here? What am I trying to achieve?’ After you figure out what you want to drive in terms of a change for your organization, then the strategy really can set in. If this is the outcome I want to achieve, what is meaningful to the people who are going to be critical in actually getting to this result, and how can I incentivize them and recognize them and get some of their competitive juices flowing to be able to really get them to change and making moves in the direction of where I want them to go?”
2. Make the Mundane Fun
Rebecca Metter: “I think what’s really great about gamification is that it’s a way to make some things that can be typically mundane more fun. And fun is something that I think we underestimate a lot in the workplace. Fun is extremely critical to the success of our businesses. I think fun has been a word that people would be like, do we really need fun in the workplace? Well, the answer is yes, we do. And not just with millennials, with all generations, it’s important. That’s really where people can kind of let go, allow their creative juices to start flowing, and be able to connect with others. And that connection is so very important.”
3. Ensure Key Stakeholders are Involved at All Levels
Rebecca Metter: “Adoption really comes down to change management and being able to really figure out who are the key stakeholders that are going to need to be engaged from day one? How am I going to engage them? And then how are they going to be able to relay my message to their teams? I think one of the things that we do a lot in organizations is we have a really cool idea, we decide we’re going to deploy it, but then for some reason, the person who’s the most critical, and is leading the way. The team that is going to be impacted by the particular initiative is not brought in until they’re told, Hey, we’re doing this now. Let’s roll it out. Well, that’s way too late. So, bringing people into the conversation early on is really important. Allowing people to have some level of design control and input early on is going to help to not just get folks engaged and to adopt it, but also to craft a gamification strategy that’s really going to work.
4. Be Careful on Competition
Rebecca Metter: “It’s all about thinking how can we kind of share that performance across our team in a meaningful way that’s going to encourage them to continue to do better without creating competition at a level where they will feel uncomfortable. So being really careful around sort of this concept of leaderboards and things like that, that’s something we have a lot of sensitivity to at Wambi, but being able to allow people to feel good about their work and to be able to continue to kind of promote them to do great work, that’s the most important thing. We don’t want to promote too intense of a competition within team members that certainly would be sort of counteracting the initial intent.”