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.
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May 13th, 2009
The U.S. Army’s top leadership recently did a very smart thing:
They listened to one of their enlisted men.
After returning from the war in Afghanistan, Master Sergeant Rudy Romero sent a long, insightful email to a former commanding officer about the suitability of the equipment that the Army provides to GIs. The recipient forwarded the message to a few colleagues who forwarded it to a few more until, ultimately, it reached the Army’s most senior enlisted soldier and the Army Chief of Staff. They took Romero’s insights seriously and, as a result, the Army is now making numerous changes to equipment design and procurement.
Every government agency (and every large organization for that matter) has a number of front-line employees, like Romero, who have a gift for identifying better ways of doing things. Just about everyone else has good ideas from time to time as well. The question is, does management encourage everyone to contribute their ideas and then implement the best ones?
Employees in most organizations would like to feel that their ideas can make a difference in their workplace. For many people, in fact, there are few things more motivating than seeing–and assisting with–the successful implementation of an idea they suggested. The scarcity of this motivational force may be one of the biggest reasons why so many government employees feel that they are powerless and unable to change “the system.”
All too often, supervisors overlook the possibility that their employees may be an untapped gold mine of good ideas. Sometimes this may be out of hubris, with the manager feeling that he/she knows best. In other cases, managers may ignore line employees’ ideas out of insecurity, feeling threatened by subordinates who prove to be highly competent and creative.
No one has a monopoly on good ideas, however. Managers who are aggressive about eliciting the ideas of their staff find that getting everyone involved in the effort to improve the operation has an incredible multiplier effect on the rapidity of the change process and the commitment of employees to those changes. To do this, managers need to foster a climate of openness that gets employees engaged in the process of innovation and organizational renewal.
This article outlines five practices which, implemented together, represent an integrated approach to innovation and employee motivation that has proven to be very effective in the government context.
1. Get to Know Every Employee
It is virtually impossible for a mid-level manager to motivate his/her employees without getting to know them. Whenever starting a new job, all managers should make a point of having a one-on-one meeting with each member of their staff. Managers who do not know what makes each employee tick will find it very difficult to motivate them. Similarly, if the manager does not know an employee’s strengths, he will be unlikely to find the right role for them. These one-on-one sessions are a great opportunity to encourage employees to contribute their ideas.
2. Challenge them to Improve the Operation
One way for managers to make it clear that they welcome input and suggestions is to give each employee a clear mandate in their work requirements to take a hard look at the whole operation and make recommendations for improvements. This sets down a marker that all employees are expected to contribute their ideas. It is equally important to comment on each employee’s efforts in this area at evaluation time.
3. “Customer for a Day”
Another mechanism manager can use to elicit suggestions is to have each employee be “Customer for a Day.” In offices that have customers, whether they be internal or external, it can be quite enlightening to look at the operation from the client’s point of view. The most engaged and creative employees (i.e. the “Master Sergeant Romeros” of the operation) will probably identify a long list of things that can be improved to make the customer’s experience more comfortable, transparent and efficient. At a minimum, the experience will sensitize employees to any hardships experienced by the customer. (Note: Employees would not really be “Customer” for the whole day. But they should be given sufficient time to go all the way through the process, and then to write up their impressions and suggestions for the supervisor.)
4. The Great Idea Award
It is also important to find a way to reward or recognize employees whose suggestions help improve the operation. One option is to establish a Great Idea Award and give the recipient a customized certificate. Other options could be to give them a logo item, a cash award or even a day off (depending both on what the parent agency permits and what the employee values most). Managers at agencies that offer cash awards to employees who make money-saving suggestions should find out the procedures and use that mechanism whenever appropriate.
5. Don’t Forget the Implementation
A crucial part of this whole equation is the actual implementation of the great ideas generated by employees. Without follow-through, the organization simply ends up with a long list of unused suggestions-and a lot of frustrated employees. To the extent possible, managers should put the person who suggested a great idea in charge of the actual implementation. The initiator of an innovative idea usually has a sense of ownership and is highly motivated to see their suggestion put into effect. Those managers who try to take the lead on all new initiatives will find themselves overworked and unable to accomplish everything they would like. By delegating the implementation, the managers can give their employees a terrific developmental opportunity, with the manager just needing to provide guidance and support.
These are just a few suggested methods for encouraging employees to contribute their ideas for improving their organization. Implemented on their own, each of these practices would have limited impact. The key is to use a multifaceted approach that continually reinforces the fact that employees’ ideas are welcome, valued, and rewarded. It would be awesome to see how much an organization’s effectiveness could be improved if all managers were to systematically seek out and implement these kinds of suggestions from front-line employees.
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May 12th, 2009
Leadership is one form of dominance in which the followers more or less are willingly accepting direction and/or control by another individual. It is an influence process, the dynamics of which are a function of the personal characteristics of the leader, his/her followers, and the nature of the specific situation. Having others buy into an idea or goal because they want to is a true mastery.
During a challenging economy it is not the time to think that you have a capitve audience because jobs are hard to come by. If you do, “all will all come out in the wash” so to speak. You will begin to find that quality of work will begin to suffer, new ideas will not shared and production will be lackluster. This is the time to show your stuff and demonstrate your leadership skills. Bring out the side of you that understands individual circumstance and sincerely be part of the team. Walk the floor, have more meetings and have fun.
Do you walk in each morning making eye contact, conduct one on ones without relying on your supervisors to do it for you, do you keep things interesting by offering ongoing cross training opportunities? Is there a recognition wall, department newsletter and recognition program in place? Leadership style is something that you create placing your own personality on the title, leader.
A few examples of poor leaders:
The imperalist, an arrogant leader who walks around as if he/she was strolling amongst peasants. Their visits are so infrequent that when they are seen in departments, they cause a state of panic.
The climber, if there is no promise for prestige by attending a meeting or socializing with the lower ranks, forget it! They will not make an effort to even say hello; they will pass peers and subordinates in luncheons as if they were complete strangers leaving a trail of loathers behind.
The absentee manager, sometimes a good guy/gal but never around when you need them. They take the safe route at all times, skip important and perhaps confrontational meetings and fold under pressure. They are not supporters of the cause unless it is an easy one.
If you are interested in developing your staff and building motivational climates which result in high levels of productivity, as well as human satisifaction in the short and long run, then you need to think about your commitment to your role as a leader. Leadership style is the pattern of behaviors you use when you are trying to influence the behavior of others as perceived by them. While your perceptions of your own behavior and its impact on others is interesting and important, it tells you only how to “Intend” to act. Unless, it matches the perceptions of those you are trying to influence, it is not very helpful. For example, if you think you are “an empathic, people-oriented manager,” but your people think you are “a hard headed”, task-oriented person only, ” whose perception of reality will they act on – yours or their own? Obviously, their own.
How to provide direction and communicate to your employees:
a) Communicate clearly when providing instruction. Ask for questions, consistently check for understanding and their input along the way. Provide a clear statement about expectation, when the task is needed to be complete, where they can go for questions and remind them if they need assistance to communicate it right away.
b) Demonstrate and leave examples of the desired task or request.
c) Check in and see how things are going.
d) Provide kudos along the way to demonstrate appreciation and to provide a continued incentive.
Now more than ever be an active participant. Give praise and recognition on a regular basis with a fun sprinkled throughout. Host Fun Fridays with games and potlucks. Keeping the atmosphere positive will quickly result in good results. Experience the benefits of your efforts and enjoy it too!
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October 6th, 2008
1. Do Not Catch the Other Person’s Disease
This refers to the negative thoughts and words of others around you, and the media. Stay away from the people you know will pull you down with their whining and complaining. Turn the TV. Read something inspirational,
or listen to motivational recordings.
2. Say Something Positive to Everyone
When you speak positively to others, you brighten up their day, and you can’t help but feel better about yourself. (Of course, with some negative folks, you
will have to work at this.)
3. Practice Positive Expectations
Dr. Norman Vincent Peale, who said, “There is another kind of poverty-one most people never think about-and it’s the poverty of expectations.”
When you expect good things to happen, they seem to take place, not due to some cosmic magic, but because you are LOOKING for the good things, and
you tend to MAKE them happen.
4.Use the Positive “But”
Draw a line down the center of a piece of paper. On the top left side they write Problems, and on the right, Blessings. For every Problem, he has them counter it with a Blessing. For example, “I lost a big sale, BUT I learned why and will be able to prevent that same thing from happening.” “I am overweight, BUT I am healthy enough to get on an exercise program and do something about it.”
5. Find a Reason to Celebrate
No matter how gloomy a situation is, if you look for it, you can find a reason to celebrate. “Each day, do something you can be proud of. Each night take
pleasure in remembering it.”
6. Do it Now
It’s tough to consistently feel good about yourself if you let your ideas pass, or you put them on hold. Conversely, it’s difficult to feel down or depressed when
you are in action, working toward some goal. What is it that you always wanted, but never have started moving toward? What’s stopping you other than you? Do it now!
Train for a week, and you can run a mile. Train for a few weeks, you can run a 5K race. Train for a few months, and you can run a marathon. Most of us — in our careers and our achievements — aren’t marathoners. We focus on one thing until it becomes good, yet abandon it before it gets to great. The truth is, there is no clear line that separates good from great. And you may be much closer to great than you think. – Unknown
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February 28th, 2008
What is Motivational Fit?
Many factors within a job and an organization are satisfying or it is not to people. Consider the number of roles a candidate might assume during their tenure with your organization and the tasks and projects associated with each role. Add the organization’s values and practices that they must absorb and own. Then consider what a candidate prefers in their job and environment. The result is a large network of possible combinations that make it any-one’s guess if the candidate will be happy working in the target job and the organization. That’s why it’s crucial to ask candidates questions designed to determine how satisfied they will be.
You’ve already learned about behavioral and technical knowledge dimensions and the tools to help you gather information on what a candidate can do. But what about what the candidate will do? Motivational Fit is the “I will do” cluster of dimensions you can use to determine if there is enough of a match between what a person likes and what is available in the job and the organization to keep the individual motivated.
Three dimensions in the Motivational Fit are: Job, organization and location fit.
The Job Fit – Activities and responsibilities available in the job match the activities and responsibilities that result in personal happiness and satisfaction; the degree to which work itself is personally fulfilling.
Organizational Fit – An organization’s mode of operation and culture. Are the values consistent with the type of work environment that provides satisfaction to the employee? Keep in mind that if there is a job fit it does not mean that the organization’s characteristics will be a good match.
Location Fit – Geographic location has features and opportunities that provide personal satisfaction to the individual and often times their families.
By taking the time to identify and assess a candidate’s motivational fit for the job and your organization before making a job offer, you increase the odds that the people you hire will stay on the job and remain satisfied.
Interviewing for Motivational Fit helps minimize one of the common biases in the selection. Hire someone who “looks like me”. Certainly a diverse workforce includes people of different ages and races with various levels of physical abilities. Values of differences with different ways of thinking, different ideas and talents, and different ways of doing things brings exceptional value and insight to your company.
People for the Service Sector – This sector offers a variety of situations and unique motivational characteristics.
Knowledge Workers – A more discriminating group of their work life and culture.
Specialized Technical Skills – A group that is short in supply and in great demand. A world shortagehas already begun with search becoming tighter but with resolve and knowledge of what attracts and retains these workers you WILL obtain them.
First Impressions Count Both for the Interviewee and Interviewer
Although a candidate’s first impression of a company is mostly shaped by the interview, the other parts of the selection process also contributes to his or her overall perception. Consider the following questions:
What if a candidate is asked to wait a few minutes in the reception area and is given no company literate to read or a warm greeting by the receptionist?
What if those “few minutes” become a half hour?
What if a candidate arrives for a series of interviews only to find that some of the interviewers are unavailable?
What if the interviewers weren’t informed about a candidate or no arrangements were made to give the individual a tour of the office?
What if the interviewer is not prepared with the candidate’s cover letter and resume?
Regardless of how well the interview itself goes, negative experiences in the interviewing process might overshadow it, and highly qualified candidates might withdraw from the process or reject the job offer.
To ensure that the entire process is positive for the candidate, special preparations must be made before, during, and after the interview.
Remember your best interview experience. Do a practice interview with all lower level management to ensure all are interviewing in a similar style and quality. After all the work is done and you have a new employee and a relationship conduct one on ones and provide incentives to quality employees. Retain your talent and have them participate in future interviews.
Keep up-to-date on what your competition is doing and stay current with what others are offering during an interview. Do they offer an opportunity to sit in the environment to do a test drive? Does the candidate have an opportunity to interview peers or other employees.
If a candidate rejects the offer ask why? Ask what your organization could have done differently. Be proactive and keep Motivational Fit in mind.
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December 29th, 2007
2008 Self Talk
How important is self talk? Yes, we all do it. We are most often not aware
We are doing it but we are. What is your general discussion each day?
Some things to remember:
Be aware of reoccurring statements and beliefs that you tell yourself each day.
Are you a nurturing coach or a critical one?
Do you look fore reinforcements of your success or repeat failure? Do you say things to yourself such as “Great job I did it” moving away from self doubt? Realizing you have changed your mindset or telling yourself that things will work out next time after learning a few things.When you fail.View failure as a temporary inconvenience, an opportunity to learn, experience, an isolated event in your life, not a stumbling block but a stepping stone.When you have even a small success.
Reward yourself and savor the moment. Don’t see success as just luck or guilt for
The attention, you did it! When you receive a compliment for any reason, simply respond: “Thank you.”
Accept the value of the compliment graciously whenever you receive it.Always greet the people you meet with a smile.
Introduce yourself to any new association, take the initiative to introduce yourself first,
and always offer your hand first, looking the person in the eyes.In your telephone communications.Answer the telephone with a smile, immediately giving your name to the caller, before you ask for the party you want to speak to and before you state your business. Leading with your own name underscores that a person of value is making the call providing better results.Don’t brag.People who shout for service because of which they feel they are or are arrogant showoffs only shout lack of self esteem and display a desperate need for attention. Don’t tell your problems to people.
Unless they’re directly and closely involved with the solutions don’t do it. Don’t make excuses. Always talk positively about the progress you are trying to make.
Continue to do this when you do self talk and be positive.
Important Points You need to feel love inside for yourself and others before you can offer it to anyone else.Your own understood sense of value determines the quality of your performance. Performance is only a reflection of internal self worth, not a measure of it.
The less you try to impress others, the more impressive you are.
Most importantly what you show the world on the outside is a mirror image of how you feel on the inside.
You should act with heart chasing your passion, not your pension! Make 2008 a year of discovering your heart, you will not only be happy your will find emotional well being. Start by writing down your true passions and goals. Post it and revisit so that you can revisit it daily and soon you will be able to view it in your mind.
How exciting, a new year and a fresh start. Are you ready to be positive?
I say the answer is a resounding YES!
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