June 4th, 2010
A wise teacher was taking a stroll through the forest with a young pupil and stopped before a tiny tree.
“Pull up that sapling,” the teacher instructed his pupil, pointing to a sprout just coming up from the earth. The youngster pulled it up easily with his fingers. “Now, pull up that one,” said the teacher, indicating a more established sapling that had grown to about knee high to the boy. With little effort, the lad yanked and the tree came up, roots and all. “And now this one,” said the teacher, nodding toward a more well-developed evergreen that was as tall as the young pupil. With great effort, throwing all his weight and strength into the task, using sticks and stone he found to pry up the stubborn roots, the boy finally got the tree loose.
“Now,” the wise one said, “I’d like you to pull this one up.” The young boy followed the teacher’s gaze, which fell upon a mighty oak so tall the boy could scarcely see the top. Knowing the great struggle he’d just had pulling up the much smaller tree, he simply told his teacher, “I am sorry, but I can’t.”
“My son, you have just demonstrated the power that habits will have over your life!” the teacher exclaimed. “The older they are, the bigger they get, the deeper the roots grow, and the harder they are to uproot. Some get so big, with roots so deep, you might hesitate to even try.”
Creatures of Habit
Aristotle wrote, “We are what we repeatedly do.” Merriam-Webster defines habit this way: “an acquired mode of behavior that has become nearly or completely involuntary.”
There’s a story about a man riding a horse, galloping quickly. It appears that he’s going somewhere very important. A man standing along the roadside shouts, “Where are you going?” The rider replies, “I don’t know. Ask the horse!” This is the story of most people’s lives; they’re riding the horse of their habits, with no idea where they’re headed. It’s time to take control of the reins and move your life in the direction of where you really want to go.
If you’ve been living on autopilot and allowing your habits to run you, I want you to understand why. And I want you to let yourself off the hook. After all, you’re in good company. Psychological studies reveal that 95 percent of everything we feel, think, do and achieve is a result of a learned habit! We’re born with instincts, of course, but no habits at all. We develop them over time. Beginning in childhood, we learned a series of conditioned responses that led us to react automatically (as in, without thinking) to most situations.
In your day-to-day life, living “automatically” has its definite positives. If you had to consciously think about every step of each ordinary task—making breakfast, driving the kids to school, getting to work, and so on—your life would grind to a halt. You probably brush your teeth twice a day on autopilot. There’s no big philosophical debate; you just do it. You strap on your seatbelt the minute your butt hits the seat. No second thoughts. Our habits and routines allow us to use minimal conscious energy for everyday tasks. They help keep us sane and enable us to handle most situations reasonably well. And because we don’t have to think about the mundane, we can focus our mental energy on more creative and enriching thoughts. Habits can be helpful—as long as they’re good habits, that is.
If you eat healthfully, you’ve likely built healthy habits around the food you buy and what you order at restaurants. If you’re fit, it’s probably because you work out regularly. If you’re successful in a sales job, it’s probably because your habits of mental preparation and positive self-talk enable you to stay optimistic in the face of rejection.
I’ve met and worked with many great achievers, CEOs and “superstars,” and I can tell you they all share one common trait: They all have good habits. That’s not to say they don’t have bad habits—they do. But not many. A daily routine built on good habits is the difference that separates the most successful amongst us from everyone else. And doesn’t that make sense? From what we’ve already discussed, you know successful people aren’t necessarily more intelligent or more talented than anyone else. But their habits take them in the direction of becoming more informed, more knowledgeable, more competent, better-skilled and better-prepared.
My dad used Larry Bird as an example to teach me about habits when I was a kid. “Larry Legend” is known as one of the greatest professional basketball players, but he wasn’t known for being the most athletically talented player. Nobody would have described Larry as “graceful” on the basketball court. Yet, despite his limited natural athletic ability, he led the Boston Celtics to three world championships and remains one of the best players of all time. How did he do it?
It was Larry’s habits—his relentless dedication to practice and to improve his game. Bird was one of the most consistent free-throw shooters in the history of the NBA. Growing up, his habit was to practice five hundred free-throw shots every morning before school. With that kind of discipline, Larry made the most of his God-given talents and kicked the butts of some of the most “gifted” players on the court.
Like Larry Bird, you can condition your automatic and unconscious response to be those of a developed champion. This chapter is about choosing to make up for what you lack in innate ability with discipline, hard work and good habits. It’s about becoming a creature of champion habits.
With enough practice and repetition, any behavior, good or bad, becomes automatic over time. That means that even though we developed most of our habits unconsciously (by modeling our parents, responding to environmental or cultural associations, or creating coping mechanisms), we can consciously decide to change them. It stands to reason that since you learned every habit you have, you can also unlearn the ones that aren’t serving you well.
Tags: behavior, habits, incentive, motivate, motivate employees, motivation, motivational, motivational programs
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June 2nd, 2010
In a world filled with busyness and stress I find that too often leaders can act like hard-charging, fast-driving bus drivers that have a vision and goal within their sights and they’ll run over anyone–even their own employees–to reach their destination. I know this well because early in my business career I was that kind of leader and I have had to work hard to change my approach.
I realized that any hard-charging leader can create success in the short term, but it would take a positive leader with a people and process-driven approach to build a successful organization for the long term. As John Maxwell said, “If you are all alone at the top, you are not a leader. You are a hiker.”
No one creates success alone. To win in business, you must win with people. Running over people will only get you so far. To create true and lasting success you must nurture and invest in your people. Here are three essential ways to do this.
1. Care about them – The main question every employee in every organization is asking is, “Do you care about me; can I trust you?” Employees want to know if you care about them. If you do, they will be more likely to stay on the bus and work with you. Employees are more engaged at work and will work at their highest potential when their manager cares about them.
2. Develop a relationship with them – Author Andy Stanley once said, “Rules without relationship lead to rebellion.” Far too many managers and leaders share rules with their people, but they don’t have a relationship with them. So what happens? The people rebel, and they disengage from their jobs and the mission of the team. I’ve had many managers approach me and tell me that my books helped them realize they needed to focus less on rules and invest more in their work relationships. The result was a dramatic increase in team performance and productivity. To develop a relationship with your employees, you need to build trust, listen to them, make time for them, recognize them and mentor them.
3. Appreciate them – The main reason people leave their jobs is because they don’t feel appreciated. For example, Doug Conant, the CEO of Campbell Soup, has written more than 16,000 thank-you notes to employees in the past seven years and created a very positive business in the process. It’s as easy as saying (or writing) “Thank you.”
It’s a simple truth: When you care about your employees and the people you work with, they are more likely to stay on the bus and work harder, with more loyalty and greater positive energy. In turn, they are more likely to share their positive energy with your customers, thus enhancing service and the bottom line. The greatest customer service strategy has nothing to do with customer service, but it has everything to do with how you treat your employees. If you model great service, they will provide great service.
Remember, leadership is not just about what you do, but what you can inspire, encourage and empower others to do. Instead of running over the people in your team/organization, invite them on the bus with you and engage them to help you create an amazing and successful ride.
Tags: engage, incentive, motivate, motivate employees, relationship
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April 19th, 2010
Just like your spring wardrobe, you may not have spent a lot of money on giving your business a new look but with a new shade of lipstick you are attractive and in style. You studied trends and shopped wisely while continuing to invest in your image.
If we look back to September 11th, one of the most dramatic events in our recent history, we will discovered companies that continued to invest in themselves reaped the rewards of increased business. They stayed in front of their customers and demonstrated their true belief in our country and in their business. Their investment softened the long term effects of the economic downturn and created success.
Recently, some business owners got spoiled with rapid growth and high dollar receipts. They did not spend time training employees on cross selling, customer service or enhancing their technical skills. Educated and happy employee are less stressed, more effective and motivated to support their companies.
Look to your Customer Service Department. Your customer service staff receives and delivers valuable information to your customers every single day. Why not teach them to sell and keep them motivated to act as sale representatives. Incoming calls are much easier to convert into a sale than a cold call. Invite your customer service representives to marketing and sales meetings to develop their sales skills. When the phones are not ringing, discuss call trends. What are your customers saying? Are they suggesting new products or services. When customers have a complaint what are customer services representatives doing to change the customers mind about your company? What seems to motivate your customers to call in? What incentive do you offer your customers to continue to do business with you?
Cutting back on your marketing budget and overallimage will not only get tongues wagging, it will not provide you withcontinued exposure. If you move to a cheaper location you will be less visible and the your existing customers will get the impression that you may be edging closer to going out of business. Your employees must believe that you firmly believe in your business and are striving for success. The more positive your customer’s and employee’s experience is withyour company, the more word of mouth marketing you will receive. As our economy begins to become more positive you will find yourself ahead of the competition.
Lipstick Tips:
- What is new in your industry?
- What seems to be working for your competitors and those in complementary industries?
- Who can you collaborate with to create a non-competitive canpaign?
- Do you have an interesting story?
- Is your website easy and fun to use?
- Do your employees survey their customers?
- Do your employees really know about your products and services?
- When was your last positive all hands meeting?
- Do you have a customer and employee incentive program?
- Have you considered moving to a better location taking advantage of lower rent?
- Have you taken advantage of a marketing interns?
- Do you reach out to your community? Do you host open houses and fun events?
- Do you post interesting and informative blogs each week?
- Do you research current and effective keywords?
Put some lipstick on your business and go out there and make them take notice!
Tags: awards, blood donation incentives, customer incentives, motivate employees, point rewards
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January 5th, 2010
People who have achieved their goals knew what they wanted in the first place. They decided what to go after, and they went after it. One of the most compelling reasons why people do not get what they want is that they never decided what they wanted! They never defined the desires of their hearts in complete detail.
Why don’t you know what you want? Why isn’t it spelled out in detail in your mind? Most likely, it is because you have lost touch with the desires of your heart. You were probably taught that you couldn’t have whatever you wanted. You were probably taught that it was more important to do what made other people happy. Seeking your happiness was considered selfish, so you learned not to define your happiness. Now, you find yourself completely unaware of what your preferences are, how you really want to live your life, and what your goals are for your life.
Take back your life! Start honoring your preferences, no matter how small they seem. Even if you don’t know what you prefer, pretend you do, and make a decision. You’ll be more keenly aware of whether that decision made you happy or not and you will learn your preferences!
Commit to this new belief: You deserve to have everything exactly the way you want it. Make it a priority to begin to know your wants and desires. Start simple by making a list of things you want to do and things you want to have. Keep writing until you find some of your core values, such as wanting to have loving relationships, to make a difference in your world or to be financially secure.
Think of what you love to do with your time. Write down several things that you love to do, and then make a list of all the ways you can think of to be making a living doing those things. Create a detailed description of the vision you have for your ideal life. Don’t limit yourself. Dream as big as you possibly can from your perspective right now.
In detail, what is going on in the financial area of your life? How much money do you make? How much do you have in savings and investments? What about your real estate? What kind of house or houses do you own? Create detailed visions of all the major areas of your life, your ideal career, your recreation time, your ideal body and physical health, your relationships with family and friends, your spiritual life, and the community in which you live. Create and write down your ideal vision for each area and review it on a daily basis.
All you have to do at this point is clarify your vision to yourself. Don’t worry about how it will happen right now. Once you have a clear picture of what you want going through your mind, the steps and opportunities to get it will appear. When you have completed your ideal vision of your life, share it with a supportive friend. Don’t let anyone talk you out of it! More than likely, they want the same thing for themselves but believe it’s impossible. Deciding what you want is the first step to getting what you want. Don’t put off creating your vision!
1. What do you want? (target)
2. Where are you now?
3. What steps are needed to get you there? (goals)
4. Why now?
5. Who will I have to be to get there?
6. When get there…then what?
7. What do I want to keep the same (in my life)?
I know, these questions may seem simplistic at first, but as a good friend of mine, T. Harv Ever says, “Most people don’t get what they want, because they don’t know what they want.” This first question is probably the most powerful, if answered correctly.
To answer the first and third question I recommend the SMARTER goal method. This takes the SMART goal method and adds a twist.
Specific – A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six “W” questions:
• Who: Who is involved?
• What: What do I want to accomplish?
• Where: Identify a location.
• When: Establish a time frame.
• Which: Identify requirements and constraints.
• Why: Specific reasons, purpose or benefits of accomplishing the goal.
Measurable – Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal.
To determine if your goal is measurable, ask questions such as……How much? How many? How will I know when it is accomplished?
Attainable – When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals.
You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them.
Realistic – To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love.
Your goal is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal.
Tangible – A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing. When your goal is tangible, or when you tie an tangible goal to a intangible goal, you have a better chance of making it specific and measurable and thus attainable.
Intangible goals are your goals for the internal changes required to reach more tangible goals. They are the personality characteristics and the behavior patterns you must develop to pave the way to success in your career or for reaching some other long-term goal. Since intangible goals are vital for improving your effectiveness, give close attention to tangible ways for measuring them.
Evaluate – Your goals are not set in stone and will change from time to time. Constant evaluation of your goals is essential to reaching your goals. Change factors must be taken into consideration during your evaluation. Factors such as change in volunteer status, change in family or job responsibilities, or change in available resources may affect your stated goals.
Re-do – After a careful evaluation then you should re-do the goals that need changing and continue the SMARTER goal setting process.
Goal development and goal setting is process that changes and needs evaluation. The process of developing, initiating and following through on the SMARTER goals setting model is cyclical and should be continually worked on. As a sectional staff member, your personal and organizational goals should be examined critically at least once a year.
You’ll notice that I classify “what you want” as the target and your action steps as your goal. Here’s why. You desire, what you want to change is a fix point, that is a target. In order to get there you must take action, and most likely massive action.
So, how to hold yourself accountable for these actions? That’s where the goals come in. The goals are the actions you take in order to progress towards your target. For example, if you wanted to release 10 lbs of fat (that would be your target) your goal would be to reduce your caloric intake by 500 calories per day and increase your output (exercise) by 500 calories per day.
As long as you hit your goals, your target automatically gets closer to you. DO you see the power in this?
By using these 7 mental strength questions and by applying the SMARTER target process you’ll be able to make magnificent changes in any part of your life.
Tags: motivate employees, motivation, relationships
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November 16th, 2009
Attracting proactive people isn’t easy, but it’s well worth the effort.
Every entrepreneur wants a talented, ambitious team. But finding, hiring and managing standout employees can be quite a challenge.
When Kevin Schaff started Thought Equity Motion six years ago, the idea was to sell pre-produced commercials made from stock video.
As the business evolved, however, it became clear that the emerging market opportunity was actually in licensing online video. Schaff, 35, decided to refocus the company on becoming the world’s largest repository of real time search, preview and online delivery for motion-based content. The industry “was fragmented,” says Schaff, who is also the company’s CEO. “We wanted to pull it all together.”
Today, Denver-based Thought Equity Motion works with content partners and clients including Paramount, National Geographic, the NCAA, Saturday Night Live, 30 Rock, and Mad Men. “You can’t watch T.V. for 30 minutes and not see our product,” Schaff says. The company’s sales exceed $15 million a year.
Does he ever wish he could hit the fast forward button during job interviews to see which applicants would be the best employees? “Oh yeah,” he says. “People are by far the most expensive mistake we make.”
Entrepreneurs Still Struggle With Hiring
Small businesses need ambitious employees who can take initiative to get the job done. And small employers now have an opportunity to upgrade their workforce since the number of available job candidates has grown.
There’s evidence that small employers are putting more emphasis on soft skills: 50 percent of small business owners in an October Intuit Payroll survey say they would rather hire a flexible “people person” or a “jack of all trades” instead of a highly-specialized “creative genius” or “math whiz.”
The recession also has employees rethinking what they want in a job. An August CareerBuilder report found nearly 60 percent of workers surveyed were interested to work for a small business, and 20 percent of workers laid off from fulltime jobs over the last year had found jobs at small businesses.
These numbers are compelling for two reasons, says Jason Ferrara, CareerBuilder’s vice president of corporate marketing. First, they show the relevance of small businesses in a poor economy. Second, they say something about job seekers. “Not everyone wants to work for a large, multi-national company,” Ferrara says.
The good news? Small employers have a very large, interested applicant pool at their fingertips. The bad news? Small business hiring is up only 1.9 percent so far this year while salaries are down 6.5 percent, according to data from online small business payroll company SurePayroll. Many small businesses have trimmed workweeks to avoid layoffs–something that’s not always a great selling point with the most sought-after applicants. “What we’re seeing right now is a very strong level of underemployment,” says SurePayroll President Michael Alter.
Ferrara still sees small employers struggling to define their “employment brand,” or the company’s purpose and the type of workers it needs, while grappling with a resume deluge. When small companies do pinpoint the very best applicants, they can fall short in selling them on future opportunities for advancement. “Large companies do a better job at this,” Ferrara says. “As an entrepreneur, you’re more concerned about communicating the financial [aspects] of the company.”
Attracting the Best and Brightest
Kara Goldin, founder and CEO of Hint, a San Francisco company that produces a line of naturally sweetened water products, says finding referrals is the ticket to attracting the best people in the recession. “If there’s a reference from somebody in the beverage industry who has worked with this person–or even a grocery chain that has worked with this person–it definitely helps,” says Goldin, whose company generates more than $1 million in sales annually.
Applicants have approached Hint with a great resume in hand, but Goldin, 42, still wants to know they’ve done their research. She remembers being impressed when Hint current head of sales contacted the company to say it was on his short list of desirable employers, and went on to explain why. “He’s terrific, and he could have gone to a lot of [companies],” she says. “He was really selling us on why he loved the product, and what he said made a ton of sense to us.”
Thought Equity has pulled its employees into the recruitment process by paying them a bonus for referring talented applicants who get hired. Encouraging employees to recruit their new coworkers has been very effective, says Schaff, who estimates 90 percent of the company’s new hires are coming to the company via referral.
The company still receives about 100 resumes every day–mainly from younger applicants. Jobs in technology and development can still be very tough to fill. The company must also constantly re-recruit its best employees as competitors try to upgrade their workforces. “Good people are always being recruited, and you always have to focus on making sure that you can retain them,” Schaff says.
Ultimately, attracting talented, self-directed employees requires great positioning, great messaging and a great understanding of what they want in a job. Financial incentives don’t hurt, either: Hint offers its 25 employees equity in the company, something Goldin sees as a big motivator for the most talented, ambitious employees.
Alter predicts Main Street’s recovery will be slow as small business owners get their existing employees back up to full employment plus overtime before they start hiring new people. Still, he’s encouraged that small business wages have been declining at a shallower pace in recent months. “This tells me that we’re hitting bottom, and as we start to hit bottom we will recover,” he says. “I just don’t see a big, robust recovery.”
Strong recovery or not, Goldin plans to increase Hint’s headcount in 2010. “As we open with stores across the country, we’ll definitely need salespeople to manage those accounts,” she says.
Exceptional talent is out there, provided entrepreneurs can sell them on the opportunity and turn them loose on the job. Says Ferrara: “You should be hiring people who are smarter than you.”
Chris Penttila is a freelance journalist whose work has also appeared in The Costco Connection, Oregon Business magazine, QSR Magazine, TheStreet.com and other publications. She lives in the Chapel Hill, NC, area and covers workplace issues on her blog, Workplacediva.blogspot.com.
Tags: employee rewards, motivate, motivate employees
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September 29th, 2009
Throughout history, most of the great achievements and incredible comebacks have been the result of an individual whose motivation to persevere was influenced by a coach or mentor. In science, art, politics, sports and business, there is a common thread of having been coached among those who achieve greatness. A coach doesn’t need to be a professional consultant or counselor. He or she could be someone within your organization or industry, or it could be someone from your personal life whom you respect or admire.
A study was undertaken on the Hawaiian island of Kauai by two researchers named Emily Werner and Ruth Smith. This study, which followed more than 450 people from childhood through their adult lives, was an attempt to learn why some people are motivated to overcome severe disadvantages while others from the same background seem to have been overwhelmed by their problems. This research continued for an incredible length of time: 40 years, to be exact.
According to the research, one of the most interesting qualities of these motivated individuals is their ability to recognize potential sources of support in other people, to look beyond the walls of their homes to find relatives, friends, teachers or other role models who can provide help. This very important finding illustrates the benefits of forming mentor relationships to encourage achievement.
Choosing a coach or mentor is like having an additional correctional device to keep you on target. An analogy of this premise comes from aerospace technology. Years ago, the military used inertial guidance systems on missiles. Unfortunately, once the course of an inertially guided missile is set, it proceeds along that path with no capability for adjustments. It’s like a bullet fired from a rifle. Even when the aim is good at the outset, if the target moves unexpectedly once the projectile is in flight, the shot is going to miss. And if there’s one thing you can count on in life, it’s that the target is going to be moving! In the Gulf War of 1992, the Patriot missile that defended Israel and Saudi Arabia was introduced. Unlike previous defenses, this system had an advanced self-adjusting navigation system that continuously monitored the missile’s trajectory as well as the path of its swiftly moving target. The Patriot was able to make whatever corrections were necessary, regardless of changes in the position or speed of its objective.
A highly motivated person uses a coach or mentor in the same way when he or she has targeted a worthwhile goal. A coach or mentor can assist you in making adjustments and navigating through difficult times.
Finding coaches and mentors is an important mission, and you will no doubt have several over the course of your life. It is critical that you choose them wisely. Your mentor is someone to whom you’ll be committing a great deal of time and attention, and who ideally will take a very focused interest in you as well.
Tags: motivate, motivate donors, motivate employees, motivation, motivational, motivational programs
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August 13th, 2009
A lot of people think leaders are born and not made. I disagree. I think you can become a better leader. I’m not a cook, but I’ve held many leadership positions. I thought this recipe for a leader sounded pretty good:
Have all ingredients at body temperature. Sift intelligence, ambition, and understanding together. Mix cooperation, initiative, and open-mindedness until dissolved. Add gradually ability, tactfulness and responsibility. Stir in positive attitude and judgment. Beat in patience until smooth. Blend all ingredients well. Sprinkle liberally with cheerfulness and bake in oven of determination. When absorbed thoroughly, cool and spread with kindness and common sense.
If that seems like a long list of ingredients, well, it is. But good leadership won’t happen if any of those items are missing.
I love to study leaders and the different ways they lead. If there ever was a need for great leadership in a company, that time is now. Taking an organization through a good economy is tough enough; when the going gets rough, the real leaders shine. Consider the challenges that faced these leaders.
The military presents many opportunities to observe leaders in action. For example, President and General Dwight Eisenhower used a simple device to illustrate the art of leadership. Laying an ordinary piece of string on a table, he’d illustrate how you could easily pull it in any direction. “However, try and push it,” he cautioned, “and it won’t go anywhere. It’s just that way when it comes to leading people.”
The Duke of Wellington, the British military leader who defeated Napoleon at Waterloo, was a great commander but a difficult man to serve under. He was a perfectionist and very demanding, who complimented his subordinates only on rare occasions. In retirement, Wellington was asked by a visitor what he would do differently if he had his life to live over again. The old Duke thought for a moment and then said, “I’d give people I worked with more praise.”
The famous general and Macedonian king Alexander the Great led by example. As he led an army across the desert, a soldier came up to him, knelt down, and offered him a helmet filled with precious water. “Is there enough there for 10,000 men?” asked Alexander. When the soldier shook his head, Alexander poured the water out on the desert sands, refusing to take even a sip.
My friend Marilyn Carlson Nelson, Chairman of Carlson, wrote in her book How We Lead Matters, “The fact is that being a leader in any field requires discipline, effort, and yes, sacrifice. It can be all-consuming. And during that time, life may not have much balance. It’s been said, ‘If you can’t ride two horses at the same time, you should get out of the circus.’ A circus is not at all a bad analogy for the swirl of demands placed on leaders at the top.”
Leaders are not always popular. Former U.S. Secretary of State Colin Powell wrote in his book, My American Journey, “I learned … you cannot let the mission suffer, or make the majority pay to spare the feelings of an individual. I kept a saying under the glass of my desk at the Pentagon that made the point succinctly if inelegantly: ‘Being responsible sometimes means pissing people off.’”
Ken Blanchard once told me, “The key to successful leadership today is influence, not authority.”
“A business leader has to keep their organization focused on the mission,” says Meg Whitman, former CEO of Ebay. “That sounds easy, but it can be tremendously challenging in today’s competitive and ever-changing business environment. A leader also has to motivate potential partners to join.”
Leadership guru Warren Bennis spent several years researching leaders for his book “Why Leaders Can’t Lead.” He traveled around the country spending time with 90 of the most effective and successful leaders in the nation—60 from corporations and 30 from the public sector. His goal was to find these leaders’ common traits. At first, he had trouble pinpointing any common traits, for the leaders were more diverse than he had expected.
But he later wrote: “I was finally able to come to conclusions, of which perhaps the most important is the distinction between leaders and managers. Leaders are people who do the right thing; managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing the wrong thing well.”
Mackay’s Moral: Good leaders inspire others with confidence in them. Great leaders inspire them with confidence in themsel
Tags: motivate, motivate employees, motivational programs
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August 10th, 2009
Everyone loves to eat but not everyone loves to cook or should. Cooking is a fine art of heart and soul. We can learn quiet a bit about a cook who painstaking prepares the table, the meal, creates a welcoming warm ambience for their quests. What main course is selected, is there a variety of vegetables colorfully displayed on the table, is the dessert fresh fruit or a wonderful airy pastry.
Good cooks evolve from lots of practice but a chef is an expert who uses their passion to create an amazing experience. Chefs use developed skills and instincts to use the right ingredients, knives and pans to help them deliver a masterpiece. The right knives to smooth, serrated and cut, a good chef knows exactly when to use the right tools, whether they are for slicing, cutting or spreading frosting on a cake.
Good managers develop skills much like a great chef. They learn to lead, inspire, motivate employees and create positive results. They know when and why to use each style. Managers gain an understanding about which skills they should use for various types of employees and situations. They learn that it is crucial to keep all their plates spinning in the air representing different responsibilities and challenges.
Great leaders must consistently find a new ways to motivate employees. Finding new and exciting motivation really is a trail and error experiment. What works for some may not work for others and what worked last year may no longer be that interesting. Managers look to the Internet for ideas and success stories to help them put together new incentive contests. Customer Service Week is just around the corner so, managers scramble for contests and prizes that will not break the bank. This year the trend is to provide the participant’s choice of incentive. No hassle of trying to make one incentive fit all. Managers and business owners also look to the Motivation Show in Chicago for the latest trends and ideas for the coming year. One thing to keep in mind is the use of an Incentives Broker who will scan the market for new incentives and do all the comparison shopping for you. Usually their is no upfront costs because their commission is built into their incentives.
Before it used to be that an admired leader was like a great painting: no one could define it, but everyone knew it was special when they saw it. Empathy, self-awareness and the ability to lead by continuing development of their staff is what separated a good leader from the rest.
How do you know when to use one style of management over another? Use what we know from Emotional Intelligence:
- Ask your employees using open ended questions for broader responses
- Observe your employees reaction to yours and your peer’s management styles
- Challenge yourself over and over again looking for the right type of management styles. Keeping a diary of successes and failures
- Ask a mentor and pay attention to what works for you and other departments
- Experiment and take the plunge with new ideas. Test ideas on small groups before you launch your new project
- Management up what are others in upper management doing in your division and others, is their a common theme?
As a manager, your top objective is to instill confidence in your company, your department and in your department’s services.
Tags: motivate, motivate employees, motivational programs
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February 16th, 2009
Positive self-expectancy is the first, most outwardly identifiable quality of a top-achieving, winning human being. Positive self-expectancy is pure and simple optimism: real enthusiasm for everything you do. And optimism is expecting the most favorable result from your own actions.
There never was a winner who didn’t expect to win in advance. Winners understand that life is a self-fulfilling prophecy. And they know that you usually get what you expect in the long run. So winners accept the belief that hope and a deep, unbreakable faith — forged into a fundamental attitude of positive self-expectancy — is the eternal spring from which all creative, motivating energy flows.
The idea that faith conquers all has been verified from biblical times to current-day medical histories to daily stories of heroism and come-from-behind victories and rags-to-riches success we read about every day in the newspapers. They’re human biographies of greatness we read about, hear about, and watch on TV. And we marvel over these special people who pull themselves up by their own bootstraps.
Let me ask you this: Did it ever occur to you that you, also, are one of these special people? Well, you are! You see, most of the real winners in life are so busy contributing, they don’t even think of seeking publicity for their acts. Most of them are discovered by the media, caught in the act of winning. Only a few famous people are winners, and only a few winners will become famous people. That’s because success is a very individual thing. Success is the way you spend your minutes doing your best for others. It is the way you take the talent you were born with, and the knowledge and skills you have since developed, and use them fully, toward a purpose that makes you feel worthwhile, according to your own individual, internal standards.
In your quest for excellence, there are two powerful sets of great expectations affecting your life. First, there are the expectations that others close to you have for you. And then there are the expectations that you have for yourself. While we all try to rise to the expectations others have for us, there is no question that our limitations and success will be based, most often, on our own expectations for ourselves. What the mind dwells upon, the body acts upon.
As a behavioral scientist studying the lives of thousands of winners and losers, I find that “psycho,” the mind, is your own best fortuneteller to forecast the actions of “soma,” the body. And understanding this mind-and-body, psychosomatic relationship is the key to understanding the importance of the first, most outwardly identifiable quality of a winner: that of positive self-expectancy. Winners expect another good day, a promotion, a raise, to find a parking place, a productive meeting, and a harmonious family life — and they usually get them. Winners know that their actions will be controlled by their current obsessions. Losers generally expect more of the same frustration, more problems, the loss of a job, a dull evening, bad service, and failure. Most importantly, losers expect to feel bad and get sick — and they do.
Careful studies of the life histories of thousands of widely differing people have shown that the probability of health changes, such as sickness, accident, even pregnancy, can be predicted. We are learning that all disease is not necessarily caused by germs. All of us have germs, but only a few become ill as a result. Instead, the cause of disease is loosely linked with the way individuals react to life. The link between stressful life changes, expectant anxiety, and health changes seems to be associated with the body’s immune system, which makes antibodies to fight foreign material and germs. Situations that arouse fear and anxiety suppress antibody production as well.
Distrustful situations may also upset production of hormones, which have a role in emotional balance. An emotionally upset individual is much more prone to accidents.
But what does all this have to do with positive self-expectancy and winning attitudes? Simply this: Mental obsessions DO have physical manifestations. You do become that which you fear. You get what you suspect. You are that which you expect to be. This power of the self-fulfilling prophecy is one of the most amazing phenomena of human nature. What do you expect for yourself? You should expect the best. The winners in life, believing in the self-fulfilling prophecy, keep their momentum moving upward by expecting better jobs, more money, good health, better family relationships, financial security, warm friendships, and success.
All really successful individuals fervently desire and expect to win — no matter what curve life throws at them. Think about Helen Keller, who graduated magna cum laude and devoted her entire life to the service of others, although she had been deaf and blind since infancy. Franklin Delano Roosevelt had polio. The modern artist Matisse created some of his best work when he was nearly blind, aged, and bedridden. A young woman named Patti Catalano overcame the self-destructive habits of overeating and chain-smoking to become one of the top 10 marathon runners in the world. I remember a little girl who took her optimism from the back streets of Harlem to the center court at Wimbledon — Althea Gibson. In spite of their handicaps, they expected to do their best. They wanted to achieve and expected to excel.
But there’s more to positive self-expectancy than meets the eye. Medical researchers have discovered that the body produces natural morphine-like substances that operate on certain receptor sites in the brain and spinal cord. These natural internal opiates are called endorphins. Secreted and used by the brain, endorphins reduce the experience and screen out unpleasant stimuli. In fact, the presence of endorphins actually causes the feeling of well-being.
In one related study, actors were wired to electrodes and connected to blood catheters. They were then asked to perform various scenes. When they portrayed characters who were angry or depressed, endorphin levels dropped. But when the scene called for emoting joy, confidence, and love, endorphin levels shot up dramatically. Science has shown that positive thoughts produce endorphins. Endorphins, in turn, encourage feelings of optimism and well-being. So it works both ways. You sing because you’re happy, and you’re happy because you’re singing. Sixty to 70 percent of the population who visit physicians are sick as a result of an emotional feeling of stress because of the pressure they feel from life. That’s why it’s critically important to remember that the key to winning positive self-expectancy is to understand that in the long run, every individual receives just about what he or she expects. And if you have faith that if you do things the right way, you’ll be rewarded accordingly — you’ll be a winner!
Optimism is a way of life. Some techniques for generating a greater attitude of positive self-expectancy include the following: First, look at problems as opportunities — search for the favorable aspects of every situation. Next, learn to stay relaxed and friendly, no matter how much pressure and tension you’re under. In the beginning, it’s likely that you’ll have to fake it. But the truth is that both calmness and courage are learned habits, and there’s no better way to learn a good habit than by actually getting in and doing it and living it. Next, and this is very important, in dealing with other people, instead of griping, try praising. In place of cynicism, try optimism. Instead of being unhelpfully critical, try being constructively helpful. You know these are learned habits, too. And everyone is dependent on others for at least part of their own positive self-expectancy.
And next, get excited and enthusiastic about your own dream. This excitement is like a forest fire. You can smell it, taste it, and see it a mile away. Everybody loves a winner. But nobody crowds around a loser’s locker room. Don’t run around with the doomsayers who look up and shout that the sky is always falling. Optimism and realism go together. They are the problem-solving twins. Pessimism and cynicism are the two worst companions. Surround yourself with the “no-problem, can-do’ type with big dreams like your own. It’s the excitement of the big dream that carries you through the setback that you encounter. The single most outwardly identifiable quality of a winner is positive self-expectancy — optimism. It’s the key to good health. It’s the key to happiness, and it puts the favorable inclination toward the achievement of every goal you set. Positive self-expectancy is the winner’s edge.
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February 7th, 2009
- Defeatist (accepting, expecting, or being resigned to defeat)
- Cynical (contemptuously distrustful of human nature and motives)
- Vindictive (seeking revenge)
- Blame/ Fault (who cares? what are we going to do now?)
- Wishful (do what you can to influence the deal and keep moving)
- Self-pity (get over yourself… complain less… especially to yourself)
- Worrisome (it won’t help, costs time, and can drag you down)
- Jealous (want it? earn it)
- Pre-argumentative (the imaginary argument you have to prepare yourself for the argument that may never happen)
- Post-argumentative (the imaginary argument you have where you’re quicker than you were in the actual argument)
- Procrastinatory (if you’re going to procrastinate, you might as well do something fun instead of thinking about how bad it is that you’re procrastinating… a waste of time)
Tags: motivate employees
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