Posts Tagged ‘employee motivation’

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A performance oxymoron

Friday, January 20th, 2012 by Martha Forlines

As a manager, you can “guarantee” performance.  Think about these practices common in unionized organizations and even the public sector…

 

worried and stressed

 

A “high performing unionized organization” is an oxymoron and the exception, not the rule.  Joining the words “high performance” with a union is a contradiction.   There is good reason for this—actually three.

 

1. Union employees are not held accountable.

There is no accountability for high performance.  They not only get by with mediocre performance, they can freely perform poorly.

 

2.  Union employees are not rewarded for performance.

Rewards are dished out according to seniority, and are most times the same for everyone. The longer you’ve been there, the more privileged you are, period.

 

3. Union employees don’t’ get fired.

As long as there’s a pulse, you‘ve got a job. That’s the culture, long entrenched.

 

4. Manage like the unions, and you’ll get poor performance, guaranteed.

All you have to do is (1) avoid accountability, (2) reward for seniority not performance, and (3) never fire anybody. This is a formula that always works…to get poor performance.

 

Martha Forlines and Thad Green

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If you ain’t lovin’ leading . . .

Tuesday, November 29th, 2011 by Martha Forlines

 happysad

 

Recap of leader quick tip: Listen to what your satisfaction is saying

 

1950’s research on leadership and motivation still holds up.

 

The conclusion then, as now, is this: the best motivation is intrinsic satisfaction.

 

This is the satisfaction you get from the work itself.

 

That is, doing the work is fun, you enjoy it, it gives you satisfaction. This satisfaction has nothing to do with praise and recognition and pay or anything else that others give you for doing the work.

 

A golfer loves playing golf. An entertainer loves entertaining. The speaker loves making speeches. The leader loves leading. This is intrinsic satisfaction.

 

If you could afford to, you’d do the work for free. Maybe even pay to do it.

 

It’s simple. When you love what you do, you love doing it. 

 

If you ain’t lovin’ leading, you may be on the wrong path.

 

There is a research-based corollary to intrinsic satisfaction: we tend to be naturally good at the things we love. This is important.

 

Being naturally good at something means we aren’t struggling, we aren’t fighting an uphill battle, we aren’t facing failure at every turn. Fear is not the fuel that keeps us going.

 

Instead, it means we are sure of our self, we know we can do it. In other words, we are confident.

 

We can always fine-tune and strengthen our natural ability, but being in our natural place is a good place to be.

 

So consider the combined power of intrinsic satisfaction AND being in your natural place.

 

And two questions. Do you love what you’re doing? Are you a natural at it?

 

If you get a “yes, yes,” more power to you.

 

If you get one “no,” reflect on how this makes you feel.

 

Listen to what your satisfaction is saying!

 

Don’t you want to love being in your natural place?

 

Martha Forlines and Thad Green

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A question you can’t answer

Tuesday, October 25th, 2011 by Martha Forlines

Questionmark 

You’ve heard it before—a list of key ingredients for creating a work environment where employees are highly engaged and successful, whether you’re leading a team or a larger part of the organization.

 

Putting the ingredients together is easier said than done, as you know.

 

Here’s why: there is a fundamental question that goes unasked—what is the common thread that cuts across all of the key ingredients?

 

Can you answer this question?

 

Give it a try after looking at the list of ingredients sifted from the stories of the “best places to work” recently appearing in the Atlanta Business Chronicle.

 

  1. Care about your employees – treat them with respect, fairness and dignity;
  2. Offer them opportunities to grow and develop their skills – so they know they are a valuable asset;
  3. Be available for your employees  to maintain trust – keep the lines of communication open;
  4. Communicate your expectations clearly – if they mess up, forgive them and continue to hold them accountable;
  5. Communicate the values the company honors then “walk the walk”;
  6. Foster creative, innovative thinking through employee involvement ;
  7. Foster an environment of trust, where everyone has each other’s backs;
  8. Celebrate accomplishments often;
  9. Hire the right skills, passion for the work and fit for the organization on the front end; and
  10. Have fun and enjoy your work!

 

What do all of these ingredients have in common?

 

The answer to the unasked question is this: all of the ingredients are intentional—they don’t just happen. 

 

Think about it.

 

Why does it take intent?

 

Intent is required because few leadership styles that naturally create the necessary ingredients.

 

And one or two missing parts can drag employee engagement down quickly.

 

That’s why most leaders have to work at it.

 

Leaders must go beyond their skill set and especially their values and beliefs.

 

Yes, values and beliefs.

 

What values does the leader place on people, and trust, and communication, for example? Key ingredients of engagement that aren’t valued simply are not going to show up in the work environment.

 

Leader values determine what the leader does.

 

What are the leader’s beliefs about hiring people that fit the job and the work environment, or about how to deal with poor performers? When beliefs are inconsistent with an engagement environment, the necessary ingredients will not miraculously appear.

 

Leader beliefs determine what the leader does.

 

If you want to create a work environment that fully engages the people you lead, take a close look at your values and beliefs regarding the key ingredients for engagement—then get intentional about what to do.

  

Martha Forlines and Thad Green

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Wrong tool kit for the “jerk” at work!

Tuesday, September 27th, 2011 by Martha Forlines

Recap of leader quick tip: Others can push your buttons only when you allow them to.

 

It’s a rotten feeling when someone can “push your buttons.”

 

 alarmbutton

 

The words or actions of another can cause anger, resentment, irritation, defensiveness, impatience, disappointment, and more. (Remember John Maxwell—“Life is 10% what happens to us and 90% how we react.”)

 

We know that none of you, our loyal solutions for leaders readers, ever react in any of these ways!

 

And that’s good, because these reactions can quickly get a leader labeled “a jerk.”

 

This is not a good thing.

 

Others can push your buttons only when you allow them to.

 

You have complete control over yourself, but you have chosen to give some of that control away. 

 

What kind of control have you given up? The control over the way you feel, and the way you then react.

 

In other words, you let others “trigger” you. And your response is automatic.

 

You’re a stickler for starting meetings on time. The same person is habitually tardy. He sets you off—every time. You get agitated—every time. The meeting goes downhill—every time.

 

Mr. Tardy controls your feelings, and reactions.

 

Would you like to take back the control you have given away? Of course, you would.

 

This is important. If you can’t master yourself, how can you master your world as a leader?

 

Maybe you’re getting triggered because you have your hand in the wrong tool kit.

 

Recap of leader quick tip: Others can push your buttons only when you allow them to.

 

He’s late for the meeting again. You open your tool box, reach for the hammer, and get his attention.

 

She misses another deadline.  A vise for that cute little thumb and she’ll remember next time.

 

He keeps resisting change. Let’s see here. Ah, a crowbar to pry him into the future.

 

Listen up. The tools in this toolbox are designed to force the other person to change. It’s a heavy handed way to make others stop pushing your buttons. This isn’t the problem though.

 

The problem is that the focus is on the wrong person.

 

When someone triggers us, we want them to stop. Sure, but this gets us nowhere fast.

 

If someone is triggering you, there is but one real and lasting solution.

 

You have to imagine you are an onion, and peel back the layers to find out what’s going on..

 

What’s behind you being triggered? And why are you letting others push your buttons?

 

Until you answer these questions, nothing is really going to change for you.

 

You can learn all about this if . . . you will decide to attend our upcoming Self Mastery for Leaders workshop. For details, click here!  If you are really curious, join our teleconference on Wednesday, October 5th at 11:45 a.m. to gain a better understanding about the workshop and it’s long term benefits to you!

 

And stay tuned for this continuing series of Leader Quick Tips and BLOGs for more on “Life is 10% what happens to us and 90% how we react.”

 

Martha Forlines and Thad Green

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Procrastination pays off

Tuesday, August 2nd, 2011 by Martha Forlines

 enjoywork

It’s not the decisions you make that kill you, it’s the ones you don’t make, or make too late, that hold you back.

 

Sure, there’s a time and place for procrastinating, but you better know what you’re doing.

 

If you know when to procrastinate, procrastination can really pay off!!!

 

Otherwise, you’re asking for trouble.

 

You should procrastinate on decision making WHEN:

  1. You’re angry.
  2. You’re too tired to think clearly.
  3. You need more information (and you can get it and get it quickly and without too much cost).
  4. You need to prepare others for the decision.
  5. You feel rushed.
  6. You’re about to compromise your values.
  7. You’re trying to make everybody happy.
  8. You desperately want to please one or more key people.
  9. You feel like you’re being pushed into the decision.
  10. You’re not confident you’re making a good decision.
  11. Your intuition is shouting “wait.”

 

If any of these conditions exist, hold off on making the decision, not too long though, but give yourself a little more time before deciding.

 

If you can make a better decision tomorrow, make it tomorrow!

 

Martha Forlines and Thad Green

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Good ideas are worth a dime a dozen

Tuesday, July 19th, 2011 by Martha Forlines

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Yes, good ideas are worth a dime a dozen. No more, literally.

 

And why?

 

Because good ideas have no meaning, no value unless implemented.

 

And most never are.

 

And why is it that?

 

Why do so many lay on the shelf, collecting dust, never seeing the light of day?

 

There is one main reason leaders shelve good ideas.

 

The biggest reason good ideas are never implemented is that leaders are looking for a better one, forgetting that “good is good enough,” forgetting that a good idea implemented is better than a better one waiting to be found, forgetting that the “best” idea comes at a great cost, namely that it is found too late, or never found at all, and decisions go unmade, action goes wanting, problems go unsolved.

 

Looking for a better idea is the cornerstone of procrastination and indecision.

 

This is not a solid foundation for leadership.

 

Being decisive and acting quickly are the hallmarks of great leadership; perfection, maximizing, and striving for the best are not.

 

Get realistic and get going. Find a good solution, make it work, and tackle the next issue on your plate.

 

Just remember: when it comes to ideas, good is good enough!

 

Martha Forlines and Thad Green

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The best hires are in love

Tuesday, July 5th, 2011 by Martha Forlines

2646308496_d9a5c71c97[1]Skill, skill,

skill.

 

Experience, experience, experience.

 

Leaders who exclusively hire this way make a BIG, BIG, BIG mistake!

 

The best hires are in love . . . with their work.

 

When they are, they excel. When they’re not, you’ve got problems.

 

When people don’t love their work, you can expect mediocre performance at best, and at worst, poor performance and trouble-making behavior.

 

Skill and experience are overrated!

 

Important, yes, but the overriding criteria? No.

 

People who love their work are motivated by the work itself. They work hard and perform well because they’re turned on by the work they do. The leader doesn’t have to motivate these employees, only get out of their way and let them do their job.

 

They continuously develop their skills, too, because the better they do their job, the better they like it. Any skill deficiencies quickly dissolve.

 

And employees who love their work consistently outperform those with greater skills.

 

Employees who don’t love their work are watching the clock and waiting on the next paycheck. They’re not taking the initiative and going beyond the call of duty. They’re never happy, but are constantly seeking it. Where do they turn? They always look to their manager!

 

If their manager doesn’t make them happy (can you really make another person happy?), they find it in other ways, like complaining or being defiant or stirring up trouble, which gives them a perverse form of satisfaction.

 

Leaders, avoid the pain.

 

Hire people who love their work, and dodge those who don’t.

 

Martha Forlines and Thad Green

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Avoiding conflict has benefits!

Wednesday, February 16th, 2011 by Martha Forlines & Thad Green

Recap of leader quick tip: The benefits of avoiding conflict hold a powerful grip

People avoid conflict for one basic reason . . . FEAR.

It’s the fear of what might happen.

This is powerful because “avoiding something you don’t want” is a huge relief . . . and it’s highly motivating.

Fear drives us and we’ll do most anything to avoid it.

Avoidance is a natural response to fear.

It doesn’t matter whether the “thing’ feared is real or imagined. The fear feels the same.

If trying to resolve conflict might turn sour, that’s enough to avoid it.

Avoiding is easier, and easier is better, because avoiding conflict keeps your fear in check.

Here are some of the benefits. If you avoid conflict, you will:

1.       Avoid feeling bad.

2.       Avoid feeling rejected.

3.       Avoid having to admit you were wrong.

4.       Avoid commitments you don’t want to make.

5.       Avoid honest feedback (receiving or giving it).

6.       Avoid accusations (getting or making them).

7.       Avoid anger (facing or having it).

8.       Avoid a hurtful experience (hurting or getting hurt).

9.       Avoid a damaged relationship (maybe not repairable).

10.    Avoid a potential explosion (by yourself or the other person).

In other words, when we avoid conflict, we avoid a lot of negative consequences.

So, we’re motivated to avoid.

And we’re motivated whether the consequences are real or imagined.

Either way, our fear is REAL.

Fear clouds our judgment, blinds us from the truth.

The truth is this: learning how to handle conflict is a better way to put your fear to rest.

Otherwise fear is only seconds away, always.

And this is what we see . . . in our leadership consulting, executive coaching, and employee engagement work.

Martha Forlines and Thad Green

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Motivation Train Jumps Tracks

Wednesday, November 24th, 2010 by Martha Forlines & Thad Green

Recap of Leader Quick Tip: Is it time to get employee motivation on track?

The number one leadership challenge today is “keeping employees motivated and focused on results”, according to our latest survey.

Here are some typical reactions to this news, and the resulting response:

1.       “What’s new?”  and “My hands are tied” lead to an ignore the problem response.

2.       “I don’t have time to deal with it now” leads to procrastination.

3.       “I need to fix it” and “I need more data” both can lead to an action response.

If you’re having an action response, the direction you take should be a simple common sense approach.

You’ll want to assess the situation first, then plan a course of action based on what you find.

There are two steps to take:

1.       Assess the situation

2.       Then act on what you find

Assessing begins with asking people who will be honest with you, “What’s the motivation like here now?” Focus on the issue—employee motivation, engagement and employee satisfaction.

If the “asking” suggests a problem, then follow up by gathering more information to get a better handle on it.

You can do this either with a few in-depth interviews with selected individuals or surveys with selected teams.

When it’s time for action, you’ll be ahead of the game (in terms of both time and cost) if you choose the right way to survey or conduct your in-depth interviews.

Either way, the information gathering should uncover three things: where the motivation problems are (by individual), what is causing the problems, and possible solutions.

In other words, casual conversations or employee surveys won’t cut it. You might find out where the problems are, but you need more and you need it now.

This means targeting your interviews or surveys. Get to the employees or teams known or suspected to be poorly motivated and not focused on results.

In other words, you don’t need to interview everyone or conduct a 100% survey.

Go where you have the best chance of improving performance quickly—no skirting around the edges.

If you want to dance, save it for some live music Saturday night.

Dig in now and get the motivation train on track.

If you feel uncomfortable with this, get some executive coaching or go for some leadership consulting.

Whatever you do, remember that the “ignore” and “procrastination” responses ultimately lead to a train wreck.

Is that the kind of leader you want to be?

Martha Forlines and Thad Green

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Does Your Belief about Employee Motivation Really Matter?

Wednesday, September 29th, 2010 by Martha Forlines & Thad Green

Recap of Leader Quick Tip: Employee motivation, engagement, and performance can get confusing

Yes, extrinsic motivation often is effective. The danger is that it works just enough that it becomes easy to lose sight of the importance of intrinsic motivation. And, for many leaders, intrinsic motivation can be scary stuff.  It means going below the surface to find out what makes a person tick. So it’s easy for leaders to shy away from intrinsic motivation.  Also, if the leader’s own personal motivation is extrinsic factors, it is only natural to assume that others are motivated the same way. (This is another case of projection.) These are some of reasons why the value of intrinsic motivation goes untapped.

When it comes to using specific approaches (like fear, pressure, money, etc.), they work for some employees, not for others.

Only one person really knows what will motivate—the individual employee! Except . . .

Employees don’t always CONSCIOUSLY know what will motivate them. You may ask, but whatever they say off the top of their head probably isn’t it. Most people haven’t clearly sorted out what motivates them, so it takes some digging to find out.

If you’re going to dig (rather than assume everybody is motivated the same way), you want to have the right tools.

If you’d like more information about “the right tools,” go to www.beliefsysteminstitute.com or call Martha at 678.576.5207.

Martha Forlines and Thad Green

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