72 Ducere Est Servire: THE LEADERSHIP JOURNAL OF DALLAS BAPTIST UNIVERSITY all the way up to $25,000.45 The result, when executed well, is highly effective. Vox Machina, for example, blasted through its original goal of $750,000 in less than an hour and finished with every stretch goal crushed at $11,385,449, becoming “the most funded film/animation project across Kickstarter.”46 The system works for many reasons, not least of which being the gamified feedback system that, in McGonigal’s words, “help[s] us feel more rewarded for making our best effort.”47 Humans invariably want to see our actions drive results. Games provide us real-time feedback on our progress with points, progress bars, or fake paper money. Yet our workplaces and processes are often set up in such a way that our best efforts disappear down an assembly line or through a black hole of ingratitude, leaving us wondering if we have accomplished anything beyond remaining employed for another day. The result is disappointment, disillusionment, and apathy, but the solution is simple: “encourage the heart.”48 Kouzes and Posner’s research has revealed that effective leaders must “recognize contributions by showing appreciation for individual excellence” and “celebrate the values and victories by creating a spirit of community.”49 In short, good leaders build feedback systems into their organizational structure. Both individual and collective accomplishments need public and personal recognition and celebration, be it as elaborate as an end-of-year party or as simple as a verbal, “Well done on last week’s sales, thank you!” Like a game designer, leaders must tailor their feedback system to fit their team, for the exact methods utilized will vary, depending on the organization and on the accomplishments in question, as well as on the personality and preferences of the individual(s) being rewarded. Leaders should not assume that any old form of recognition will do, but must rather take the time to “[f]ind out the types of encouragement that make the most difference” through careful inquiry and dedicated listening.50 Moreover, the feedback system cannot be sporadic, for what good is a progress bar that freezes? Leaders must “make celebrations part of organizational life”51 and “create an environment that makes it comfortable to receive and give feedback.”52 The connection between team members’ efforts and the team’s overall progress (agency) needs spelling out at frequent and regular points along the way (feedback system). Yet none of these four strategies will be of optimal use to leaders without the fifth and
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