MOTIVATE OTHERS: WAYS 31 - 40

100 WAYS TO MOTOVATE OTHERS

(RESIVED EDITION)

STEVE CHANDLER & SCOTT RICHARDSON

(226 PAGES)

 

100 WAYS	NOTES
31	STOP CUDDLING UP I never give them hell. I just tell the truth and they think its hell - Harry S. Truman - Manager without leadership habits will often seek to be liked.  A true leader does not focus on trying to be liked.  A true leader focuses on the practices and communication that lead to being respected. The core internal question that the leader should ask is, “If I were being managed by me, what would I most need from my leader right now?’  The answers varies, but most often is: ·         The truth as soon as you know the truth ·         Full and complete communication about what’s going on with me and with us. ·         Keeping all promise A true leader: ·         Does not try to become everybody’s big buddy ·         Values being upbeat and cheerful in communication. ·         Is not overly concerned with always being liked ·         Willing to engage in very uncomfortable conversations ·         Does not try to downplay responsibility for leadership ·         Do not try to form inappropriate private friendship with members of the team they are paid to lead ·         Enjoys all the element of accountability and responsibility ·         Transforms performance measurement and management into an above-board business adventure.
32	DO THE WORST FIRST The best way is always through - Robert Frost - All talented people in this global market have more to do than they have time to do.  We can’t really “mange time“, we can manage the priorities and things that we choose to do.  Pick that one thing that’s hardest to do, that you would love to have finished and behind you.  Nothing get done until that gets done.
33	LEARN TO EXPERIMENT Don’t be too timid and squeamish about your actions. All life is an experiment. The more experiments you make, the better. - Ralph Waldo Emerson - People may not like to change, but they do love to experiment. Journalist Dale Dauten Observed.. Experimentation never fails.  When you try something and it turns out to be a lousy idea, you never really go back to where you started.  You learn something if nothing else, it makes you appreciate what you were doing before… We can constantly experiment to find what works better.  If does, we can continue doing it.  If it doesn’t we’ll modify it or get rid of it.  As long as it is being monitored and you get the feedback, the old fashioned resistance to change melts away because people enjoy doing a good experiment.
34	COMMUNICATE CONSCIOUSLY Drowning in data yet starved of information - Ruth Stanat, Global Business Consultant - Communication is the lifeblood of every organization.  Communication is the source of trust and respect within organization When awareness of communication, communication is enhanced. Warren Bennis, Leadership authority: Good leader make their people see that they are at the very heart of things, not at the periphery.  Everyone feels that he or she makes a difference to the success of the organization.  When that happens, people feel centered and that gives their work meaning.
35	SCORE THE PERFORMANCE Performance is your reality. Forget everything else. - Harold Green, CEO ITT - People love to follow leaders who know whether they are winning or losing and always know the score.  Knowing the score is the first step in all achievement.  Look for ways to improve and increase the way to increase the consciousness of measurement. Be your personal innovation to find more ways to keep score.  The love of games that is in every human being can be tapped on.  The more you measure things, the more motivated people are to win the games.
36	MANAGE THE FUNDAMENTALS FIRST Show me a man who cannot bother to do little thing and I’ll show you a man who cannot be trusted to do big things - Lawrence D. Bell, Founder, Bell Aircraft - Power of fundamentals.  Slow your people down and do thing step by step getting the basics right, getting the fundamentals in place.  By doing the fundamentals, we will be able to have some breakthrough moments, and a new, more creative policy will emerge.
37	MOTIVATE BY DOING People can be divided into two classes: those who go ahead and do something, and those people who sit still and inquire why wasn’t it done the other way: - Oliver Wendell Holmes - Most Managers don’t do things according to priority, they do things according to feelings. Professional managers fall into two categories: doers and feelers.  Doers do what need to be done to reach a goal that they themselves have set.  Feelers, on the other hand, do what they feel like doing. Feelers take their emotional temperature throughout the day.  Their lives and outcomes are dictated by the fluctuation of their feelings. Doers use a three-step system to guarantee success: 1.      Figure out what to achieve 2.      Figure out what needs to be done to achieve it 3.      Doing it A doer has high self-esteem.  They enjoy many satisfactions throughout the day, even though some of them were preceded by discomfort. Other differences Doer Feeler -       Knows true, deep joy that only life’s super achievers know -       Always trying to be comfortable, but never really satisfied -       Experiences more and more power every year of life -       Believes that joy is for children, and life for adult is an ongoing  hassle -       Feels less and less powerful as years go on
38	KNOW YOUR PEOPLE’S STRENGTHS Those few who use their strengths to incorporate their weaknesses, who don’t divide themselves, those people are very rare. In any generation there are a few and they lead their generation. - Moshe Felden Krais, Psychologist - Know your people’s strengths.  Go from good to great.  It’s far more effective to build on their strengths than to worry too much about their weaknesses. The first step is to really know their strengths.  Do not spend too much time on trying to fix what’s wrong. If people focus on what’s wrong with them, just focus on that put them in such a mood.  People may not or never get better at “what’s wrong them”, because of the negative mindset the very subject put him in. People are at their best when they are in an upbeat and positive mood.  People need to have energy.  That is when they are at their best.  To be at their best, people need to focus on what they are really good at and also focus on their strengths. People are not going to be great at anything until they enjoy what they are doing. To be great motivators, we need to look at human behaviour differently.  All our lives, we’ve been taught that the way to succeed is to take something that you are not good at and change it.  Take your weaknesses and spend time with them so that you can bring your weaknesses up to ‘normal’.  All through our life we’re been taught that when we’re good at something, it just means it’s innate.  So we are taught not to focus on it.
39	DEBATE YOURSELF I am more afraid of an army of 100 sheep led by a lion then an army of 100 lions led by a sheep - Talleyrand - Winners make time to do what is really beneficial and important to them.  Losers keep trying to ‘find time’. Teach your people to debate with themselves.  The truth is, when we question our own thinking, we start to elevate to new levels of thinking. Be ruthless with yourself as you debate
40	LEAD WITH LANGUAGE The first responsibility of a leader is to define reality - Max Depree, Business Consultant/ Author - Replace victim language by the language of intention, like: ·         What’s do we want ·         What’s our intention? ·         What’s our goal? ·         What outcome would we love to see? ·         What can we get from this? Words mean things.  Words start things going.  Words communicate pictures, energy, emotions, possibilities and fears. Leadership is based on personal, internal intention. Obsessing about what other people think throughout the day is the fastest way to lose your enthusiasm for life.