Work For Humans

Dart Lindsley

Too often business leaders are forced to choose between the needs of their company and the needs of their employees. It’s a lose/lose scenario leaving managers burned out and workers seeking other opportunities. At Work for Humans, we believe work can be designed differently. When you design work like products people love, your company wins. Work becomes irresistible, employees passionately buy into their roles every day, and your company takes measurable strides towards your vision.

  1. 3d ago

    The 3 Needs of Self-Determination Theory: What People Really Want from Work | Richard Ryan

    In the 1970s, Richard Ryan and Ed Deci ran experiments on what rewards do to motivation. They found that people did what they were asked, but were less motivated by rewards that felt like control. Behaviorists pushed back, but the evidence piled up over time, and today researchers apply self-determination theory in workplaces, classrooms, and sport. In this episode, Dart and Richard discuss what autonomy, competence, and relatedness actually mean, why rewards that feel like control can undermine motivation, and how to translate this into the design of work. Richard M. Ryan is President of the Center for Self-Determination Theory and a professor at Australian Catholic University’s Institute for Positive Psychology and Education. A clinical psychologist, he co-developed self-determination theory, which explains how autonomy, competence, and relatedness shape motivation and wellbeing. In this episode, Dart and Richard discuss: - What behaviorism left off the map - Why rewards can undermine motivation - From carrot and stick to real commitment - Is competence about winning or growing? - Are some people "coin operated"? - What a controlling boss never asks - Can pay support people, not push them? - The bonus that backfires - The three rules behind the theory - And other topics… Richard M. Ryan is Professor Emeritus of Psychology at the University of Rochester, where he earned his PhD in clinical psychology and served as director of clinical training. He is a professor at the Institute for Positive Psychology and Education at Australian Catholic University, a Distinguished Professor at Ewha Womans University in Seoul, and has led the Center for Self-Determination Theory since 2015. He began working with Edward Deci in 1977 and is co-author, with Deci, of Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness. Resources Mentioned: Richard's Book, Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness: https://www.amazon.com/dp/1462538967 Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink: https://www.amazon.com/dp/1594484805 Designing Your Life: How to Build a Well-Lived, Joyful Life, by Bill Burnett and Dave Evans: https://www.amazon.com/dp/1101875321 Self-Determination Theory website: https://selfdeterminationtheory.org/ Connect with Richard: LinkedIn: https://www.linkedin.com/in/richardmryan/   Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  2. Oct 27

    Humanity-Centered Design: Who Is Your Product Really For? | Don Norman, Revisited

    At 86, Don Norman decided his life’s work was not enough. While his books made gadgets easier to use, they could not fix a world in crisis. So he looked back on his years as an engineer, psychologist, and designer and asked what he could do that would really matter. The answer became Design for a Better World. It argues that design must move from human-centered, which asks what one person wants, to humanity-centered, which asks what the planet needs. In this revisited episode, Dart and Don discuss how business leaders and designers can build sustainable systems without losing a thriving economy. Don Norman is Professor Emeritus of Cognitive Science and Psychology at the University of California, San Diego, where he was founding director of the Design Lab. He is the author of The Design of Everyday Things and Emotional Design, and co-founder of the Nielsen Norman Group. In this episode, Dart and Don discuss: - Why human-centered design isn’t enough anymore - What humanity-centered design actually means - Why reuse beats recycling - How Canon’s toner cartridges achieve zero waste - How laws can remove the cost of doing right - Why the eight-hour workday isn’t natural - Why designers need more than craft skills - And other topics… Don Norman is Professor Emeritus of Cognitive Science and Psychology at the University of California, San Diego, where he was founding director of the Design Lab. He previously served as an Apple Vice President and is a member of the National Academy of Engineering. He is co-founder of the Nielsen Norman Group and a board member of the Don Norman Design Award, which advances humanity-centered design. He is the author of several books, including The Design of Everyday Things, Emotional Design, Living with Complexity, and his newest, Design for a Better World, from MIT Press. Resources Mentioned: Design for a Better World: Meaningful, Sustainable, Humanity Centered, by Donald Norman: https://www.amazon.com/Design-Better-World-Sustainable-Humanity-Centered/dp/0262047950 The Design of Everyday Things, by Donald Norman: https://www.amazon.com/Design-Everyday-Things-Revised-Expanded/dp/0465050654 Emotional Design, by Donald Norman: https://www.amazon.com/Emotional-Design-Love-Everyday-Things/dp/0465051359 Nielsen Norman Group: https://www.nngroup.com Work for Humans Community: https://11fold.com/community Connect with Don: Website: https://jnd.org LinkedIn: https://www.linkedin.com/in/donnorman/ X: https://x.com/jnd1er Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  3. Oct 20

    200 Episodes of Work for Humans: The Life-Changing ROI of Podcasting | Jason Ames

    Dart Lindsley wanted to publish a book, but agent after agent turned him down despite the quality of his work. Finally, one told him why: he wasn't famous. So he climbed into his attic, threw a blanket over his head, and recorded a podcast episode that his wife and his friend both called terrible. Then he found Jason Ames, who spent hours grilling him about what he actually wanted before agreeing to produce the show. 200 episodes later, Dart and Jason sit down to mark the milestone. In this episode, Dart and Jason discuss the origin story of Work for Humans, the case against solo content, and the unexpected benefits of podcasting. Jason Ames has produced Work for Humans since it began. He founded Open Circle Ventures, which helps B2B business owners build personal brands through podcasting. In this episode, Dart and Jason discuss: - The real reason Dart started a podcast - Why Dart interviewed his own bibliography - Why Jason killed Dart's original pitch - The key to building a brand through podcasting - Why good values don't survive bad systems - What fame actually turned out to be worth - A new home for listener conversations - And other topics… Jason Ames has produced Work for Humans since Dart Lindsley started the show and has helped shape its direction from the beginning. He is the founder of Open Circle Ventures, which helps B2B business owners build personal brands through podcasting. Before podcasting, he worked in music production. Jason has grown a business from about two million to ten million dollars a year in revenue and is currently working on a new startup. Resources Mentioned: Work for Humans Community (Discord): https://11fold.com/community The Experience Economy, by B. Joseph Pine II and James H. Gilmore: https://www.amazon.com/Experience-Economy-B-Joseph-Pine/dp/1665186550 Mass Customization, by B. Joseph Pine II: https://www.amazon.com/Mass-Customization-Frontier-Business-Competition/dp/0875843727 The Transformation Economy, by B. Joseph Pine II: https://www.amazon.com/Transformation-Economy-Guiding-Customers-Aspirations/dp/B0G54DDT25 Scale, by Geoffrey West: https://www.amazon.com/Scale-Universal-Growth-Organisms-Companies/dp/014311090X The Master-Servant Doctrine, by Elizabeth Tippett: https://www.amazon.com/Master-Servant-Doctrine-Legal-Modern-Workplace/dp/0520382315 Connect with Jason: LinkedIn: https://www.linkedin.com/in/jasontylerames/ Email: jason@opncircle.com  Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  4. Oct 13

    Radical Respect: How to Say What You Mean Without Being a Jerk | Kim Scott, Revisited

    In her first job out of college, Kim Scott thought managing Russian diamond cutters would be simple: pay them well and the rest follows. It wasn't. They wanted a picnic, and by the end of a bottle of vodka, she understood what they actually wanted: someone who gave a damn. That instinct, respecting the whole person, not just the employee, became the seed of her book, Radical Respect. In this revisited episode, Dart and Kim discuss how leaders mistake authoritarianism and aggression for dominance, and end up turning themselves into workplace jerks instead. Kim Scott is the New York Times and Wall Street Journal bestselling author of Radical Candor and Radical Respect. She cofounded the company Radical Candor, where she co-hosts the podcast, and has coached CEOs at Dropbox, Qualtrics, and Twitter. In this episode, Dart and Kim discuss: - Radical Candor mistaken as license to be a jerk - Aggressive candor vs compassionate candor - Leveling power to unlock better collaboration - Optimizing for collaboration instead of coercion - Why treating employees as commodities backfires - Bullying vs bias vs prejudice: knowing the difference - And other topics… Kim Scott is the New York Times and Wall Street Journal bestselling author of Radical Candor and Radical Respect, originally published as Just Work. She cofounded the company Radical Candor, where she co-hosts the podcast, and has been a CEO coach at Dropbox, Qualtrics, and Twitter. She led teams at Google and Apple, and holds a bachelor's from Princeton and an MBA from Harvard. Resources Mentioned: Kim's Book, Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity: https://www.amazon.com/Radical-Candor-Kick-Ass-Without-Humanity/dp/1250103509 Kim's Book, Radical Respect: How to Work Together Better: https://www.amazon.com/Radical-Respect-Work-Together-Better/dp/1250623766 Beyond Measure: The Big Impact of Small Changes, by Margaret Heffernan: https://www.amazon.com/Beyond-Measure-Impact-Small-Changes/dp/1442381647 The Core Value Equation, by Darius Mirshahzadeh: https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Burn It Down: Power, Complicity, and a Call for Change in Hollywood, by Maureen Ryan: https://www.amazon.com/Burn-Down-Complicity-Change-Hollywood/dp/0063269279 The No A*****e Rule: Building a Civilized Workplace and Surviving One That Isn't, by Robert I. Sutton: https://www.amazon.com/No-A*****e-Rule-Civilized-Workplace/dp/0446698202 Finding Me, by Viola Davis: https://www.amazon.com/Finding-Me-Memoir-Viola-Davis/dp/0063037327 Anna Karenina, by Leo Tolstoy: https://www.amazon.com/Anna-Karenina-Leo-Tolstoy/dp/0143035002 Connect with Kim: https://www.radicalcandor.com/ https://radicalrespectbook.com/ LinkedIn: https://www.linkedin.com/in/kimm4/ Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  5. Oct 6

    Pay for Performance: How Compensation Becomes a System of Control | James A. Seechurn

    James Seechurn spent over a decade building compensation programs on a simple premise: design the incentive right, and you'll get the behavior you want. But his first clue that this was wrong came from watching it fail on him. As a young accountant on billable hours, slowing down to actually understand something cost him money. He kept redesigning bonus plans for clients anyway, until the pattern became impossible to ignore: paid people don't do better work, they just do whatever gets measured.  In this episode, Dart and James explore what we're actually buying when we pay someone, why pay-for-performance is really a form of control, and the false stories we tell ourselves about why people work. James Seechurn is an independent rewards advisor and the author of What Pay Costs, Nothing Left to Take Away, and Close the Gap.  In this episode, Dart and James discuss: - What you're really buying when you pay someone - The cobra bounty that backfired - Why performance reviews grade the wrong person - Turning billable hours into a currency - Why quality is mostly the system, not the person - The company that let workers vote out their bosses - Why Semco sold itself back to its own people - Why pay-for-performance is really about control - Why companies rarely last past 15 years - And other topics… James A. Seechurn is an independent rewards advisor with 20 years of experience in sales compensation and broad-based pay, including a decade at Aon's Rewards Solutions practice. A Fellow Chartered Accountant, he is the author of What Pay Costs, Nothing Left to Take Away, and Close the Gap. He hosts the Disengaged podcast. Resources Mentioned: James's Book, What Pay Costs: The Science of Pay, Incentives, Bonuses, Salaries, Equity Compensation, Motivation, and Performance:https://www.amazon.com/What-Pay-Costs-Compensation-Performance/dp/B0FV3VPXWW James's Podcast, Disengaged: https://podcasts.apple.com/au/podcast/disengaged/id1874104719  Maverick: The Success Story Behind the World's Most Unusual Workplace, by Ricardo Semler: https://www.amazon.com/Maverick-Success-Behind-Unusual-Workplace/dp/0446516961 Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini: https://www.amazon.com/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Barry Schwartz on Work for Humans: https://podcasts.apple.com/us/podcast/the-tragic-state-of-work-in-america-barry-schwartz/id1612743401?i=1000577078192 Geoffrey West on Work for Humans: https://podcasts.apple.com/gb/podcast/the-problem-with-scale-what-growing-too-big-does-to/id1612743401?i=1000749058561 Gary Hamel on Work for Humans: https://podcasts.apple.com/gb/podcast/bureaucracy-is-killing-our-organizations-gary-hamel/id1612743401?i=1000577070311 Connect with James: LinkedIn: https://www.linkedin.com/in/james-seechurn/ Website: https://www.jamesseechurn.com/ Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  6. Sep 29

    Dangerously Incompetent: How AI and Robots Are Deskilling the Workforce | Matt Beane, Revisited

    In robotic surgery, a device good enough to let the surgeon operate alone makes the resident, the future expert, optional. Matt Beane saw this pattern everywhere technology gets smart enough to make the apprentice unnecessary. Dart calls this one of the episodes he keeps returning to, for how clearly Matt names one of AI's biggest threats to how we learn. In this revisited episode, Dart and Matt explore how technology reshapes workplace learning, whether tech shapes us or we shape it, and the difference between knowing something and being able to do it. Matt Beane is an associate professor at UC Santa Barbara and the CEO and cofounder of SkillBench. He is the author of The Skill Code, and his TED talk on the subject has nearly two million views. In this episode, Dart and Matt discuss: - How tech reshapes workplace learning - What technology management programs actually study - Does tech shape us, or do we shape it? - Using tech to build skill at scale - Knowledge vs skill: what's the difference? - Why skill development breaks down in tech-heavy jobs - Using positive deviance to grow at work - How human capital drives productivity - And other topics… Matt Beane is an associate professor in the Technology Management Program at UC Santa Barbara and the CEO and cofounder of SkillBench, a company building tools to help organizations develop skills alongside AI. He is a Digital Fellow with Stanford's Digital Economy Lab and MIT's Initiative on the Digital Economy. He holds a PhD and a master's in management research from MIT's Sloan School of Management. His research on robotic surgery has appeared in Administrative Science Quarterly, Harvard Business Review, and Organization Science. And his TED talk on the subject has nearly two million views. He is the author of The Skill Code: How to Save Human Ability in an Age of Intelligent Machines. Resources Mentioned: Matt's Book, The Skill Code: How to Save Human Ability in an Age of Intelligent Machines: https://www.amazon.com/Skill-Code-Human-Ability-Intelligent/dp/0063265956 How Buildings Learn, by Stewart Brand: https://www.amazon.com/How-Buildings-Learn-Happens-Theyre/dp/0140139966 Connect with Matt: Website: https://www.mattbeane.com/ LinkedIn: https://www.linkedin.com/in/matt-beane-3947271/ Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  7. Sep 22

    Employees Are Family: How John Chambers Played Hardball at Cisco Without Getting Ruthless

    Under John Chambers, Cisco grew from $70 million to $47 billion, completed 180 acquisitions, and became the most valuable company in the world. He built the company on one idea: employees aren't employees, they're family. Then the dot-com crash hit, and John had to lay off 7,854 people, almost all of whom he'd hired himself. He calls it his worst year as a leader. In this episode, Dart and John explore why John calls employees family, how John builds a leadership team, and why playbooks create speed instead of bureaucracy. John Chambers led Cisco as CEO from 1995 to 2015 and as Executive Chairman until 2017, and now holds the title of Chairman Emeritus. He is also the author of Connecting the Dots. In this episode, Dart and John discuss: - What are companies for? - Why John calls his employees family - How Cisco kept attrition under 5% for 25 years - Competing hard without turning ruthless - The three questions Cisco asked before every acquisition - Why John hates the word hierarchy - Laying off 7,854 people he'd helped hire - Why playbooks create speed, not bureaucracy - The little girl who changed how John talks about dyslexia - And other topics… John Chambers is the founder and CEO of JC2 Ventures, which he launched in 2018 to invest in and mentor startups navigating major market transitions. He joined Cisco in 1991 as Senior Vice President of Worldwide Sales and Operations, served as President and CEO from 1995 to 2015, and as Executive Chairman until 2017, helping grow the company from $70 million to $47 billion in revenue through 180 acquisitions. He now holds the title of Chairman Emeritus at Cisco. He is the author of Connecting the Dots: Lessons for Leadership in a Startup World and the host of the podcast Chambers Talks. Resources Mentioned: John's Book, Connecting the Dots: Lessons for Leadership in a Startup World: https://www.amazon.com/Connecting-Dots-Lessons-Leadership-Startup/dp/031648654X John's Podcast, Chambers Talks: https://podcasts.apple.com/us/podcast/chambers-talks-a-podcast-series-with-john-chambers/id1542075631 Connect with John: LinkedIn: https://www.linkedin.com/in/johnchambersjc/ JC2 Ventures: https://www.jc2ventures.com/ Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

  8. Sep 15

    7 Rules for Gaining Power and Influence at Work | Jeffrey Pfeffer, Revisited

    Jeffrey Pfeffer has spent decades showing that people-first companies outperform, and just as long watching that evidence lose to habit. His answer is blunt: whether you're cautious about power or thirsty for it, there's no denying its role in the workplace, and ideas without power are just ideas. In this revisited episode, Dart and Jeff explore the purpose of power, the knowing-doing gap, and how to build profits by putting people first. Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business, where he has taught since 1979. He is the author of several books, including The Human Equation, Dying for a Paycheck, and 7 Rules of Power. In this episode, Dart and Jeff discuss: - Why most of us are ambivalent about power - Why a big title doesn't make you powerful - Why ideas alone don't change anything - The seven rules, and which one matters most - Why we never pick the leaders we say we want - Why evidence keeps losing to habit - Getting ideas past people who can ignore you - Why HR keeps losing the power game - Can you have power and put people first? - And other topics… Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business, where he has taught since 1979. He previously taught at the University of Illinois and the University of California, Berkeley, and has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE. He is the author or co-author of several books, including The Human Equation, The Knowing-Doing Gap, Leadership BS, Dying for a Paycheck, and 7 Rules of Power. His work has been cited more than 200,000 times. He hosts the Pfeffer on Power podcast and has taught a MasterClass since 2025. Resources Mentioned: Jeff's Books, 7 Rules of Power: https://www.amazon.com/7-Rules-Power-Pfeffer-Jeffrey/dp/1800751281 The Human Equation: Building Profits by Putting People First: https://www.amazon.com/Human-Equation-Building-Profits-Putting/dp/0875848419 Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance, and What We Can Do About It: https://www.amazon.com/Dying-Paycheck-Management-Employee-Performance/dp/0062800922 Leadership BS: Fixing Workplaces and Careers One Truth at a Time: https://www.amazon.com/Leadership-BS-Fixing-Workplaces-Careers/dp/0062383167 The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action (with Robert Sutton): https://www.amazon.com/Knowing-Doing-Gap-Companies-Knowledge-Action/dp/B00DEK8PAA Chimpanzee Politics: Power and Sex among Apes, by Frans de Waal: https://www.amazon.com/Chimpanzee-Politics-Power-among-Apes/dp/0801886562 Influence: The Psychology of Persuasion, by Robert B. Cialdini: https://www.amazon.com/Influence-Psychology-Persuasion-Robert-Cialdini/dp/006124189X Connect with Jeff: Website: https://jeffreypfeffer.com/ Pfeffer on Power podcast: https://jeffreypfeffer.com/pfeffer-on-power/ LinkedIn: https://www.linkedin.com/in/jeffrey-pfeffer-57a01b6 X: https://x.com/JeffreyPfeffer Stanford GSB: https://www.gsb.stanford.edu/faculty-research/faculty/jeffrey-pfeffer Work with Dart: Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what’s most important to the business. Book a call at 11fold.com.

5
out of 5
32 Ratings

About

Too often business leaders are forced to choose between the needs of their company and the needs of their employees. It’s a lose/lose scenario leaving managers burned out and workers seeking other opportunities. At Work for Humans, we believe work can be designed differently. When you design work like products people love, your company wins. Work becomes irresistible, employees passionately buy into their roles every day, and your company takes measurable strides towards your vision.

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