Are you hungry for success?

Wednesday, August 26th, 2009 by Martha Forlines & Thad Green
 
Recap of this week’s Leader Quick Tip: If you want to be successful at anything, it helps to be hungry for it, to really want it.

There is so much to learn. So much that can help you find the success you want!

It’s all there, waiting for you.

If you’re not seeing it, it’s because you’re not looking, at least not in the right places.

You want more, but you have to find it, and then hold onto it.

Have you forgotten what it takes to be a success?

Here’s a story about success that most cannot forget. 

Glad and Sad

The H R Department had scheduled Warren for a management training program he did not want to attend.  He thought he could get out of it.  He discussed it with Trudy, his manager.
 
“What’s the problem, Warren?”
 
“There’s so much going on.  It’s hard to find the time to go to an outside training session.  I just feel like what I’m doing now has more value to the company than if I go.”
 
“I understand what you’re saying, Warren.  I used to feel that way myself.  I never went to training programs.  I didn’t read management books either.”
 
Warren frowned.  “You’re certainly not like that now.  What caused you to change?”
 
“I heard a story.”
 
“A story,” Warren laughed, “you changed because of a story?”
 
“Yes, I did.  It was about a woman in the desert.  It took me a while for the story to sink in, but when it did, I found myself on the learning side of the fence.  I pick up every bit of knowledge I can now.”
 
Warren scratched his head.8-26-sm
 
“Would you like to hear it?”
 
“Sure.  I’d love to.”
 
Trudy leaned back in her chair and began.
 
“A traveler walking across the desert met a stranger who said, ‘Straight ahead, over that large sand dune, is an area with many small stones.  Pick up as many as you want because the winds you hear now soon will cover them.  But I must warn you, if you do, you will feel both glad and sad.
 
“The traveler continued her journey and late in the day came to the flat, sandy area with the small stones.  Although she was in a hurry and her mind was occupied with many things, she stopped, bent over, and picked up as many stones as were easily within her reach.  Then she walked on as the wind howled and whipped the hot desert air across her body.
 
“Days later she remembered the stones, reached into her pocket, and pulled them out.  In the brightness of the mid-day sun she looked at them and realized they were diamonds.  Immediately, she remembered what the stranger had said, ‘If you pick up the stones, you will be both glad and sad.’
 
“And she was.  Glad she had picked up as many as she did, sad she hadn’t gotten more.”
 
A smile came on Warren’s face. “That’s an interesting story. Do the diamonds represent . . .”
 
Trudy quickly held her hand up and stopped him.  “Warren, you’ll get more out of the story if you mull over it for a while.  Take your time and think about it, okay?”
 
“Okay.”
 
“And Warren, about that training program . . .”
 
“You’ve convinced me.  I’ll go.”

~~~~~

Sign up today for a one hour webinar, September 22nd, from 11:00 a.m. until 12:00 noon EST, on the Belief System of Motivation and Performance, conducted by Martha Forlines, President of the Belief System Institute, Inc.  It will be a short, fast paced, interactive hour packed with ideas to help you create success for yourself and your employees!  Sign up now. 

Are you a conscious or unconscious hijacker?

Wednesday, August 19th, 2009 by Martha Forlines & Thad Green
 
Recap of this week’s Leader Quick Tip: It’s easy to hijack the confidence of those we lead.

Do you ever see yourself in your children, like we do? It’s like looking in a mirror…scary, isn’t it? But seeing ourselves in others is a great way to increase our conscious awareness.

Maybe you’ll see yourself in the story that follows. It’s about how to motivate employees (or not). It also is about employee job satisfaction (or not). And it shows an opportunity for employee performance improvement.

As you read about this employee, try to put yourself in her shoes, particularly how she feels.

LeAnn immediately went into a tailspin when she read the instructions her new manager, Dwight, had left for her.

The note was clipped to a Manila file folder.  “LeAnn, take care of this.”  Inside were some sketchy instructions scrawled about a customer complaint. 

She walked to Bob’s cubicle.  He was her peer and best friend at the office.  She showed him the note and file.

“Bob, this is typical Dwight.  A handful of words, a truckload of unanswered questions.  What does ‘take care of this’ mean?  What exactly is the customer’s problem?  What am I supposed to do?  By when? ” Bob nodded.

LeAnn remembered her last manager.  “When Beth assigned work, she was thorough and precise.  She was patient and I always felt comfortable asking questions. Everything was completely clear before I tackled a new assignment.”

She sighed.  “Dwight is so different.  He thinks he’s put it all in writing, just like I like.  He honestly believes he’s been clear, that I’ll know exactly what to do.  People like Dwight don’t understand people like me.  LeAnn waved the note and file.  “This is one of our biggest customers.  If I foul this up, it’ll be a disaster.  What should I do, Bob?”

“Use his voice mail.  Tell him you need to talk.  He’ll get back to you.”

“I don’t feel comfortable doing that.  He expects me to be able to handle things like this.”

“I’m sure you’ll figure it out.”

“Yeah, but what if I don’t?  What’ll happen to me then?”

The next morning LeAnn stared out the window.  She had not gotten any work done since the day before.  Cars raced down the interstate highway like the questions in her mind.  She had a headache. 

LeAnn eventually tackled the assignment and muddled through it.  She stayed in a frenzy the entire time, doubting herself every step of the way.  The customer, however, never sensed her anxiety and was pleased with the way she resolved the complaint.  Dwight was pleased, too.  He never knew how taxing his simple request had been on LeAnn, never realized how much of her time had been consumed by it.

Unclear expectations always cause frustration, doubt, and wasted time, and often put performance in jeopardy.

The problem is this: as leaders we do hijack the confidence of those we lead, whether we are aware of it or not.  All of us have our own unique way of doing it. Do you have a clear picture of yours?

The solution is this: conscious awareness. You can become consciously aware of the consequences of your words and actions on the confidence of those we lead. They feel your impact. Can you see it?

How urgent is this issue for you?  Those you lead know.   Do you?
You may say, “The people I lead need to get a grip on themselves. They should adapt to me, to my leadership style.” You lead, they follow. Yes, it is a two-way street. Are you doing your part?

Lift up confidence. It’s one of your performance management tools. It yields employee job satisfaction. It’s an answer to the question of how to motivate employees and it results in employee performance improvement.  Lifting confidence rather than hijacking will pay off for you.

For more information, you can read Motivation, Beliefs, and Organizational Transformation by Thad Green and Ray Butkus. You can find it at amazon.com along with Motivation Management.

How to manage sinking spells…dips in confidence

Wednesday, August 12th, 2009 by Martha Forlines & Thad Green
 
Recap of this week’s Leader Quick Tip: Turn to common solutions when you need to do some confidence building.

Sometimes we (Martha and Thad) get discouraged. We wonder, for example, if we take a new idea to market as quickly and successfully as we want, or if we can turn around a particularly low performing team in a really short timeframe. Sure, doubt gives us a quick slap in the face every now and then. This happens to everyone.

There is a problem when dips in confidence, for ourselves and those we lead, go deep and linger there too long. It holds back employee motivation and employee performance improvement.

The solution is to see the problem quickly, get a grip on what is causing it, and hang in there until you find a solution that matches the cause(s).

Matching gets the problem solved quickly, with little time and effort on your part. If you want to know how to motivate employees, this kind of matching is sure to do it.

So how do you get matches?

You may know more than you think. Take this quick test and see.

Match solutions with the causes below:

Causes of confidence problems 

Negative self-talk

Wrong person in the job

Put downs/criticism at work

Inadequate skills

Unrealistic expectations

Inadequate resources/authority

History of failure

Over-demanding management style

Solutions that build confidence 

Skill building

Modify expectations, find new waysto meet expectations

Adequate resources and authority

Opportunities for small successes

Positive self-talk

Supportive management style

Encouragement rather than criticism

Job matching

To find out how well you did, see the correct matching below. Here are the solutions that match each cause:

Causesof confidence problems 

Negative self-talk

Wrong person in the job

Put downs/criticism at work

Inadequate skills

Unrealistic expectations

Inadequate resources/authority

History of failure

Over-demanding management style

Solutionsthat match (and work) 

Positive self-talk

Job matching

Supportive management style

Skill building

Modify expectations, identify new ways to meet expectations

Adequate resources and authority

Supportive management style

Opportunities for small successes

Can you see, it’s not that hard. In fact, it is easy.  You can view this matching as a performance management tool.

Want to make it even easier, and fool proof too? Here’s all you have to do.

Remember, you can identify causes. And yes you can pick a matching solution. But there’s a hitch.

You’re not the most qualified person to do this. Here’s why.

The person whose confidence is sagging is the one who lives with the problem . . . every day. He knows it! He knows what is causing it. He knows a solution that will work for him.

If you want to fix a confidence problem, and get it right the first time, go to the source. Go to the expert. Go to the person with the problem.   You’ll see a spike in employee job satisfaction as well as employee performance improvement!

It’s simple. If you want to know, ASK!

Getting the person involved always pays off. It’ll be their solution. They’ll make it work.

Confidence problems rarely get better when left alone. And if they do, it takes time. That means lots of lost opportunity.  Lots of drag on performance and business results. 

Okay, so you don’t feel comfortable asking someone to get involved with solving their own problem. Well, maybe you’ll just want to get over it, because it works, time and again!!!

If you want to know the best way to solve a problem, just ask the person who lives with it every day…just think of it as your own personal employee motivation program!

Let us know your thoughts about this week’s BLOG by leaving a comment. To leave a comment, click on the title of the blog post (above), scroll down and you will see the comment section.

The Silent Enemy …what’s behind it?

Wednesday, August 5th, 2009 by Martha Forlines & Thad Green
 
Recap of this week’s Leader Quick Tip: When those you lead can’t get the job done, self-confidence plummets; look to the top causes.

Today’s environment is putting pressure on everyone, including those you lead. They are struggling under this weight. You may feel they need your time more than ever. Leading in this environment can sap the energy out of the best of leaders.

Confidence problems can run deep. The causes are not easy to see.

Get a crystal clear picture of the main causes helps you see them in your employees.

Then you’re on a solid path to a solution that gets performance on track.

Valuable information—Let’s look at a few pointers so you will get the drift of a fuller meaning of the top causes of confidence problems.

  1. Inadequate skills—It’s elementary, my dear Watson. Before assigning work, ask what skills are required. Then ask yourself if the employee you have in mind has those skills. It’s a good idea to ask the employee too!
  2. Unrealistic expectations—In the new economy, everybody expects more with less. But this can be a clear sign of trouble if employees feel like expectations are impossible. They’ll conclude “I can’t” and this will hold them back. A full-fledged effort never comes from “I can’t.” Size the situation up yourself, but also find out how employees see things.
  3. Inadequate resources or authority—As leaders we know what it takes for us to get a job done. We tend to imagine that others can do it with the same resources and authority. Not always true. Instead of assume, give employees a chance to indicate what they feel is needed to meet your expectations.
  4. History of failure—When people have a history of failure, it shows up as a voice in their head that says things like, “You’re a failure sucker. “ Or “You failed on this same kind of thing before. You’ll fail again.” It is a painful history that none of us feel comfortable sharing, especially not with the boss. When people trust you, they may talk about some of their history with you. The main thing you can do is be sensitive to the possibility that a history of failure may be the root cause of a current confidence problem.
  5. Negative self-talk—Everybody talks to themselves. Some say positive things like “I can do anything, if I make up my mind to do it.” Others have negative self-talk like “I’m over my head and there’s no way I can pull this off.” People tend to rush toward either negative or positive self-talk. You can see this in the people you lead if you listen carefully to the things they say aloud. They’ll slip you the clues you need to see how much their self-talk influences their confidence.
  6. Over-demanding management style—Leaders who call for more and more, who see perfection as the only way, cause people to eventually conclude, “I can’t ever please him.” And with “I can’t” comes the bucket of cold water that cools down the fire to make things happen, no matter what. Does your style as a leader build confidence, or tear it down? Just something to think about.
  7. Put downs/criticism at work—Putting people down, criticizing their work, and especially criticizing them as a person, sucks the self-confidence out of them and you can hear the swoosh.
  8. Wrong person for the job—Sometimes when people can’t get the job done, it’s simply a matter of having the wrong person in the job. Experience shows that this problem is best fixed by getting people in jobs that are a good fit for them. This is an issue that every leader must come to grips with sooner or later

Understanding what causes a person’s confidence to sink helps you observe and clearly see those causes in the people you lead. When you see why people aren’t getting the job done, the cause will lead you to the solution. 

For more information get a copy of  Thad Green’s book, Motivation Management.

The pressure to do more with less has us seeing more confidence problems than ever before. It is a primary reason that performance and results are not where they could be.

Bolster confidence in those you lead and they will work harder and perform better. And you’ll get the business results you want.

See our website for more information, beliefsysteminstitute.com.

Or call Martha at 678.576.5207, if you’d like to discuss some of these issues.