LEADERSHIP-THE BOTTOM LINE
Monthly Leadership Session Follow-up – August!
Effective Motivation & Productive Meetings!
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“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be confident, but not arrogant; have a good sense of humor, but without folly.”
“Who you are will speak much louder than what you say!”
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Monday,
August 31, 2009
WOW . . .
Where has this year gone!
Thanks for your participation in our monthly leadership development sessions during the month of August. These were two very important segments this month in that they focused on two areas that are very important if your goal as a leader and manager is to have happy and productive team members who are ’consistent’ in their performance and ‘committed’ to the long-term success of your organization.
Motivation
As you will remember, in our first segment we discussed the subject of ‘motivation’; what it is, and also how to approach it in the most results- oriented way/s possible. I think probably the most important point made in the session was the fact that ultimately, you can’t truly motivate anyone.
The best you as a leader can hope to accomplish is to create an ‘environment’ that inspires one to ‘want’ to perform up to the best of their ability. We decided that it is all about you providing both tangible and intangible, short and long-term incentives, (or potential benefits), that, from your team member’s perspective, will seem to make the required effort worthwhile. They have to be able to identify with the potential for a ‘win – win’ outcome and feel good about themselves in the process of succeeding.
What ‘incentives or benefits’ are we referring to?
You probably remember us discussing the fact that there is a different ’set’ or combination of incentives and benefits for each member of your team. Different people are motivated by different things, aren’t they! Example: What ‘mix’ or combination of things motivates you? How do you think that might differ from what probably motivates me?
We probably share some of the same motivating factors but we also probably have many that are more specific to who we are individually that we ‘don’t’ have in common. Don’t you think? If that’s the case, then why do we have the tendency to want to motivate everyone the same way? It’s because on the surface it seems to be the easiest way. But in the long run, it’s not! It really turns out to be the least effective approach – the hardest and most difficult way to keep one genuinely motivated.
How do you determine what specific ‘mix’ of motivating factors will be right for each individual member of your team? You’re right! You have to ‘ask’ them. You can do that ‘directly’ or it can also be accomplished indirectly over time as you develop your relationship with someone, and as you get to know who they are and what’s important to them, over time. Remember, as you’re determining what a person’s motivating factors are – you will also want to pay attention not only to their ‘whats’ but also to their ‘whys’ because it’s in the ‘whys’ that the real source of motivation is hiding.
Let’s remember that we’re first and foremost in the ‘People Business’; and to excel in the people business, we need to develop a basic understanding of ‘human nature’ and how to apply the ‘fundamentals’ of human nature to the uniqueness of who someone is as an individual. For example, one of the fundamental truths we discussed it in our time together this month is the fact that . . .
“You can get everything in life you want if you’ll simply
help enough other people get what they really want.”
It’s sometimes referred to as the ‘law of reciprocity’ and represents the essence of motivation. (It typically works best from the inside – out!)
What do you as a manager typically want?
Attendance;
Positive Attitudes;
Quality Performance;
Consistent Levels of Production;
Demonstrated commitments to you and the company, and to what will be in the best interests of your clients.
What do most people (employees) typically want?
To feel good about themselves;
To feel significant and appreciated;
To feel like they’re a valued part of the team;
To feel like they’re contributing to something that really does make a difference;
To feel the personal satisfaction that comes from being able to ‘take pride’ in the progress they’re making or in what they’ve accomplished; To take ‘ownership’ of it.
To feel the sense of fulfillment that comes with being able to enjoy the fruits of their labor, whether it takes the form of recognition, expressed appreciation, being ‘in the know’ and/or being able to influence important decisions, the opportunity to maybe take on some additional training and/or leadership responsibility, or some form of career growth or monetary reward; (It’s usually some combination of all of the above.)
What’s the secret?
It’s all about your ability to create “win-win-win” relationships!
What do you want?
What does your company want?
What do your team members want?
There’s no way of knowing until you begin to care enough about your people to begin building ’quality’ relationships with each of them so you can begin to learn how ‘they’ would define each of those things on a personal basis.
Your challenge, your opportunity, is to get to know your team members well enough to determine what things they place the most value on – what ‘mix’ of motivating factors are right for them – and ‘why’, and then to determine how to go about ‘creating an environment’ that will then make it possible for them to get or to experience those things as they begin to succeed at meeting the expectations that you’ve both agreed upon for them.
Let’s face it, in the final analysis, it’s all about . . .
“What’s in it for me that I can get excited about?”
Your goal is to understand what you want – and why; what your company wants – and why; and then also what each of your people want – and why; and then to determine how best to approach creating quality ‘win-win’ relationships between everyone who has a vested interest in your company’s success, in the success of each of your individual team members and in your own success as well.
How do you do that?
You have to plan your work and then work your plan!
The process is simple but effective!
Turn in your manual to pages 8-19 and 8-20.
In our session we looked at motivation from a number of different perspectives. Our application projects, two for this first segment, will focus our attention on only two of the important perspectives that we considered in our session.
Setting the employee up to succeed in their position is critical when it comes to how motivated they remain on a daily basis. While these ‘fundamentals’ may seem to be pretty basic, ‘assuming’ in any of these areas may lead directly to poor performance and a resulting lack of motivation.
Remember . . the way a person views their job will directly impact their motivation and their performance! Let’s start with Page 8-19:
1. Make the job or task clear and doable!
Confidence!
How well do they really understand their job? Do they really possess the knowledge and skills necessary to succeed or do they need additional training or maybe a little more coaching from you or from a more experienced employee?
What is their level of confidence?
Are they approaching the job with apprehension or do they really expect to succeed in the position?
2. Make the job or task genuinely meaningful!
Significance!
Let’s face it, if what I do counts, if it makes a difference, then I make a difference. In what ways can you bring significance to their contribution. How can you help them see that what they do is important?
How many people both inside and outside the organization are depending on them to do a good job, and why? And in what ways will all of those folks benefit as the result of the employee making their valuable contribution?
Try asking them . . . “Mary, do you know how important your job really is to so many people, and why?” “Let me explain!”
3. Make the job a vehicle for additional growth!
Challenge & Optimism!
Not only do people need to feel confident as stated under number one above but they need to feel optimistic about their future. Taking on new challenges and preparing for possible career advancement keeps one focused and motivated to become even better at what they do.
In what ways are you making sure they see their jobs as representing opportunities for ‘additional growth’; either in terms of what they are learning or in terms of new skills that are being developed, or in terms of what the future holds for them in your company?
4. Empower them to perform up to the best of their ability!
Pride of Ownership!
Empowerment is all about making it possible for people to invest as much of who they are as people as they possibly can into what they do on a daily basis and how they approach succeeding in their position.
In what ways can you allow people to take ownership of their own jobs? By you allowing for personal creativity, resourcefulness and for as much personalization as you can, you will make it possible for people to take a greater degree of genuine pride in what they do on a daily basis which will also increase their motivation.
5. Recognize and reward in ways specific to the individual!
Great Payoff!
You’ll remember that this is all about expressing your appreciation in ways that are customized to the person so as to increase the impact of the ‘payoff’.
How many creative ways can you think of to say ‘thanks’ and to reward each one of your people? If you know I like baseball, maybe choice tickets to the next big game will make a special impact on me.
Let’s step out of the box and take the road less traveled on behalf of each one of our people in this area and see what results you get. You will be pleasantly surprised!!
Keep it going . . .
Now that you’ve helped your team member begin to see their job from the ‘right’ perspective, now it’s time to begin the process of making sure they remain motivated on a consistent basis!
Let’s move on to the application project you will find on Page 8-20: ‘Continuous Motivation’!
You’ll remember that this part of our segment on motivation focused our attention on a simple but powerful method for having our people equate the right performance, good performance with positive reward which takes on any number of different forms.
1. What are the employee’s unique primary motivating factors?
Who are they?
What do they like or enjoy?
What provides sense of fulfillment?
Keep in mind that different people are motivated by different things and for motivation to be effective, the motivating factors must represent things that they personally will derive benefit from having or experiencing.
2. What performance do you want to reinforce?
What do you want them to get good at?
What specific performance do you want them to associate the positive motivational outcomes with?
What specific things do you really need your team members to do well in order for you to achieve your team’s goals through them? Be ’specific’ with your identification of what those things are they are going to need to do well.
Those are the exact things that you will be motivating them to do better, and/or more of, using the motivating factors that they have directly or indirectly told you are most valuable to them.
3. What are you going to want to catch them doing right?
What specific aspects of their job performance needs improvement?
What specific aspects of their performance are you going to want to positively reinforce, and why? You will in most cases get a whole lot more of what you catch them doing ‘right’.
If there are ten steps in a given process and they are struggling with steps 3 and 7, then those may be the ones you will want to focus on.
Instead of you influencing them to identify with what they may be doing wrong as the result of that being the only thing you point out, why not get them in the habit of identifying with doing things right by you pointing out and reinforcing those things.
4. How quickly are you going to reward them when you do catch them doing something right?
Pay attention . . Reward quickly!
Remember that the recognition and/or reward for a job well done needs to be communicated as soon after the positive performance as possible when it’s impact will be the greatest!
5. Describe what you liked and/or appreciated about the particular performance that you are recognizing.
Bigger bang for the buck!
People certainly enjoy hearing that they did a good job in a general sense but when you’re specific in your praise in as much as you are being ’specific’ about what you really liked about the performance, it seems to really validate the praise and it increases its impact on the employee!
6. Praise, recognize and reward in ways specific to the individual and the performance involved.
You’re important . . this is specifically for you!
Again, when the reward has been designed specifically with them in mind, when the reward is customized specifically for them, the ‘lasting impact’ of the praise and/or reward is multiplied many times over thereby producing even more positive outcomes!
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Additional Opportunity!
We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about motivation and what it takes to bring the best out in your best people. You may have a few ’special cases’ you’d like to discuss. We would welcome the opportunity!!
Please email or contact us at the number listed below to schedule a convenient time for us to get together. There are no additional costs involved other than the costs associated with you taking no action!
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Meetings
Our second segment this past month had us focusing on planning for and conducting successful meetings. We covered in some detail what a good meeting looks like, its feel, its purpose and tips for maintaining control of your meetings and also making and/or keeping them interesting and productive.
While I am going to suggest that you go back and review the printed materials and your notes from our discussions for most of what was covered, the bottom line when it comes to conducting successful meetings comes down to two phrases that we refer to quite often in many of our monthly sessions:
Proper Prior Preparation Prevents Pitiful Poor Performance!
Plan Your Work – and – Work Your Plan!
Probably the most practical ‘tool’ reviewed in the segment is what was covered on Page 8-29. This page was designed to provide you with a simple track to run on when it comes to thinking through that next meeting you are going to need to be prepared for. Simply follow the prompts – prepare for and then enjoy a productive and successful meeting. Here are the prompts:
Preparation: Conducting Effective Meetings
1. Personal Planning!
Is it necessary?
What’s the purpose?
What are the meeting objectives?
What are the primary meeting topics?
Who will attend the meeting and why?
Date, Time & Location of the meeting?
2. Informing Participants!
Manner of meeting notification?
Method of confirming attendance?
State why the meeting is being held.
State who is participating and also why.
State what is being discussed in the meeting.
State what desired outcome you will want from the discussion/s.
State what information they personally will need for the meeting.
3. Preparing the Agenda!
What topics are applicable to the meeting objectives?
What is the most logical sequence of the discussion topics?
How much time will need to be allocated for each discussion topic?
Make sure the time allotted for each topic discussion is stated on your agenda.
4. Structuring the Discussion/s!
Identify the topic.
Why it’s on the agenda.
Review the present facts and/or circumstances.
State what needs to be established, resolved or decided.
Ask for input from participants in an organized manner (around the table, by department, etc. Remember those in senior positions contribute last.)
Entertain different perspectives and/or proposals (considering advantages and disadvantages of each offering.)
Determine agreed upon courses of action (record decisions in the meeting log).
Adhere to agenda order and the stated time guidelines.
5. Summarizing and Concluding the Meeting!
Summarize all decisions.
Record all actions to be taken.
Include names, dates, support, etc.
Schedule specific follow up to take place.
Commitment regarding participation in next meeting.
The most important thing to remember when scheduling meetings in your organization is that . . .
“Effective meetings don’t just happen by accident, they happen by design.”
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Application Projects . . .
The application project for our second segment is on Page 8-34.
The idea is to take the information we covered – discussed in the session together and find as many opportunities as possible to apply it out there in your real world. Remember, adults learn by doing and they grow as the result of being given the opportunity to succeed on a repetitive basis. That’s the meaning behind our madness with regard to all of our application projects.
There design is always simple; Just read the directions at the top of the pages, follow the prompts, answer the questions, fill in the blanks, take the appropriate steps, then be prepared to share your results with us at the beginning of the next month’s session. You’ll do great!!
Call us if you need any assistance with any of your application projects.
We want to make sure you receive the maximum benefit possible from not only the application projects referenced above but from everything you’re learning as you progress through the complete process with us!!
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Great Idea!!
Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?
As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!
Remember:
Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.
You can call or email! (See Below!)
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Coaching!
Let me remind you once again to plan to take full advantage of your opportunity for individual ‘on-site’ coaching in any of the areas that pertain to the application of the concepts, principles and processes we cover in our monthly sessions. In addition, we are always happy to assist you in any areas pertaining to everyday ‘people’ issues.
We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.
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Next Month . . . September!
Make sure you join us again next month as we take a fresh look at how to conduct effective performance reviews – the kinds of reviews that really do make a difference and as the result, motivate positive and lasting ‘ change’ on the part of team members.
We are also going to take a look at how you as a leader and manager need to go about structuring – creating – the kind of environment that is most conducive to employees remaining positive and committed to quality performance.
You’re going to genuinely benefit from these segments!
Two very valuable segments you will not want to miss. I’ll tell you more about what to expect in the September email newsletter & monthly reminder.
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One Last Thing . . .
Would you take a minute to provide us with some feedback regarding this month’s session (August). Simply scroll down to the bottom of this page and click on ‘Leave a Comment’. We always appreciate and enjoy hearing back from you.
Have a great month and remember . . . .
“The will to win is worth nothing unless you have the will to prepare.”
Sincerely,
Jim
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Leadership works best when people are equipped to manage themselves.
When that happens, everyone on your team is working proactively. Everyone is participating in leadership. You create this type of environment through win-win agreements which stem from quality relationships built primarily on respect and trust instead of on authority alone.
— Jim Abbondante
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Contact Information . . .
Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225
Leadership Institute
Main Number: (817) 405-0012
Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)
E-Mail: Leadership.Team@LeadershipInstituteUSA.com
Web-Site: www.LeadershipInstituteUSA.com
