You have probably asked yourself, “How do people become motivated to perform at peak levels over a sustained period of time?” The problem has been confounded by the chaos of the pandemic.
Perhaps you found yourself considering incentive programs that reward people with money, vacations, or perhaps merchandise in an effort to motivate your employees.
The reality is, motivation comes from within each of us and is usually not generated by picnics or T-shirts. As a leader, do not seek to “motivate” your employees; rather, focus on building a culture of trust where individuals make the choice to become motivated.
Leaders also have the responsibility to create an environment that inspires and encourages employees so that they can feel their personal motivational processes are supported and valued.
Leaders can help create positive morale and motivation within their team, and within each individual employee simply by creating a corporate culture of trust and affection. By doing so, it will help employees become more internally motivated because they will:
Feel like a part of a winning team that respects and values all members for what they have to offer. This culture helps employees feel both intrinsic and extrinsic rewards when they are doing their best work.
Appreciate their co-workers and seek ways to help them physically and emotionally.
Understand the goals of the organization better and commit to help as much as they can in order to achieve the goals individually and as a team.
Enjoy the social interactions with people they work with and respect them as co-workers as well as friends.
Deeply respect their leaders and want them to be successful.
Feel like they are part owners of the company and hold themselves accountable.
Feel appreciated and recognized for their many contributions; this helps to increase self-esteem and confidence levels.
These advantages help generate a culture of respect and trust.
Creating this kind of culture
What is “culture” in an organization? Webster defines culture as the social structure and intellectual and artistic manifestations that characterize a society. For an organization, “culture” means how people interact, what they believe, and how they create success. If you could peel off the roof of a company, you would see the manifestations of the culture in the physical world. The actual culture is more esoteric because it resides in the hearts and minds of the corporate society, in addition to observable behaviors.
Achieving a state where all people are fully engaged is a large undertaking. It requires tremendous focus and leadership. It cannot be something you do on Tuesday afternoons or when you have special meetings. You need to see evidence of this in every nook and cranny of the organization.
Leaders Create Winners
At work, many people feel forced to endure an unfair world where they feel like a failure. In organizations of exceptional leadership, the exact opposite occurs. People enjoy their work because their leader has created a culture of “winners.” People become bonded together as a winning team, and joy and celebrations replace the drudgery of work. These are the lucky few that work in organizations where the leader understands how to leverage the small win.
Excellent leaders understand a key mission is to create this type of environment. They know that when they establish a culture of winners, the entire organization will prosper and win.
Personal success is defined, not in terms of wealth or power, but in doing worthwhile things. There are wealthy and powerful people who are utter failures, just as there are many successful people who have little money or fame. It is the journey, not the destination that embodies success.
Earl Nightingale in his program, “Lead the Field,” identified success as “the progressive realization of a worthy ideal” and later modified it to simply “the pursuit of a worthy goal.” Notice it is not achieving the goal or receiving awards for accomplishing amazing feats. Rather, success is in the pursuit.
When you reach a milestone, it is time to celebrate and feel good about what you accomplished, even if it is just a step in the right direction and not a final destination.
Once you have reached a major goal, immediately set out a course for the next increment of your life. If this new goal is worthy, the simple pursuit will mean you are successful.
This process will allow you and others around you to experience the elation of success every day. It is there in the fiber of daily living as long as a worthy goal is being pursued.
Teach this insight to everyone in your organization. It will take the drudgery and pressure away, adding joy in its place and helping with self-motivation and increased morale.
It is important for leaders to avoid trying to “motivate” workers. Motivation is not a magic pill that can be purchased with pizza parties or dress down days. Instead, leaders should focus on creating the environment where workers choose to motivate themselves because they work in an organization with a great culture that inspires them.
The preceding information was adapted from the book The TRUST Factor: Advanced Leadership for Professionals, by Robert Whipple. It is available on http://www.leadergrow.com.
Robert Whipple is also the author of Leading with Trust is like Sailing Downwind and, Understanding E-Body Language: Building Trust Online. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.
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Create a Great Culture
October 15, 2023Building Higher Trust 3 Trust is More Complex Than We Realize
December 16, 2020I start out every speaking engagement by asking my audience how they would define trust. It is an amazing exercise, because we all know what it is and experience it all the time, yet to define it precisely is a bit of a challenge.
Normally, the group is pretty quiet, then someone will say something like, “Trust is confidence.” Another person might offer, “Trust is integrity,” or “Trust is good follow up.” On and on it goes with adjectives that have a bearing on trust, but none of them come close to a robust definition.
More than just with people
I then share that nearly every one of the definitions offered had to do with trust between one person and another. In my previous article on Trust, I pointed out that trust is ubiquitous. It exists when we interface with any product or service. It is not just a phenomenon between people, it is a phenomenon between ourselves and every other thing we interface with.
Categories of Trust with People
Since the most familiar way we experience trust is in interpersonal relations, this article will amplify on that part of the general topic. Trust exists between people, but there are numerous different categories of trust in that realm. Trust is more like a mosaic; it has lots of parts and flavors.
For example, it I have confidence that you will do what you say, then that is one type of interpersonal trust. Trust is also a feeling that you will not hurt me in any way. It can also mean that you are looking out for my best interest. It might be that we share a common value of high trust in each other.
Basically, I believe interpersonal trust is a montage of concepts that weave together into a pattern that changes from moment to moment depending on what is going on at that time. Here is a link to a 3-minute video that expands on the concept of categories of interpersonal trust.
Bonus Video
Here is a link to a short video on this topic.
Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 1000 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations
Talent Development 18 Consulting and Business Partnering
November 27, 2020Section 3.2 in the CPTD Certification program for ATD is Consulting and Business Partnering. Section A reads, “Skill in synthesizing information to formulate recommendations or a course of action to gain agreement, support, and/or buy-in from stakeholders.”
To be successful at consulting, you must operate as a strong business partner with the client. The people involved in the training must be truly excited about the venture and anxious to have it work out well for them.
If you follow these eight tips, you should have agreement, support, and full buy-in.
1. Start with solid research
The way to gain commitment is to listen well to what the participants say they need. This sounds easy, but it is more difficult than it seems. I start with interviews of the key players in the organization. That sets the stage, but it is not enough because they may not be able to articulate the real needs.
2. Needs analysis
I do a survey of the people involved in which they select what topics would create the most significant payoff for them. The key here is to involve as many people in the group that will ultimately be trained so that each person recognizes he or she had real input into the topic selection.
3. Create a rough draft of the program
Based on the research, I put together a draft of the main topics to be covered as well as the delivery style to be used. Be sure to state the objective clearly and outline the deliverables in detail.
4. Review and gain commitment
This is a critical step that is often overlooked or short changed. Let me share an example of how this looks, if it is done well. I was doing a design for a CEO of a major training effort. I did the research, needs analysis, and a draft of the proposed program. I came back a few days later and shared a list of seven things the proposed program would accomplish. The CEO looked at the seven things and wrote BINGO in large letters next to my list.
5. Design the program in detail
In this phase it is necessary to customize the material so that you will be speaking “their language.” Do not offer the same program for a hospital as you would for a manufacturing plant. Make the entire program feel like it was made for that specific client. I normally use their logo and pictures that reflect their actual business.
6. Make sure the program delivery is user friendly
For people to be excited about the training, they need to have it done on a schedule that is most convenient for them, not you. They may want it delivered very early in the morning or even on weekends. Always bend to their needs.
7. Avoid “Death by PowerPoint.”
Only a few points per slide, and do not read the points. Instead, talk about the topic area letting them absorb the actual words on the slide. Always have a photograph (and obtain the license to use it) on each slide. Do not use clip art or cartoons. Make sure the photo is illustrative of the points you are making and has some element of creativity or twist to keep people interested.
8. Make the training experiential
Do not have just hours of lecture. Have an activity, like a role play or body sculpture every 20 minutes or so to break up the training. This keeps people from getting bored.
Following these eight tips will ensure your program has the full support of people in your client’s organization.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
Body Language 99 Overacting
November 6, 2020Ideally, body language should be a natural form of communication that is mostly unconscious. Some people put too much energy into their body language, and it comes across as insincere and phony.
When you try to impress people with overt gestures, they will often become suspicious, and it lowers trust between yourself and other people. I will describe how overdone body language impacts us in a couple areas, starting with the entertainment world.
Entertainment
Consider the movie, “Dumb and Dumber.” The two principle characters (played by Jim Carrey and Jeff Daniels) constantly overdid their gestures and body language to the point where it became laughable. Actually, by the time the movie was half over, I was already tired of the humor.
When you think about it, many comedians make their living out of exaggerating gestures to the point of absurdity. A good example would be Kramer on the Jerry Seinfeld program. The phenomenon is not confined to the entertainment industry, it can occur in our professional and family lives.
Professional and Family
In the real world, overacting will get you into trouble because whenever you are forcing gestures, you are subject to sending mixed signals. Even if you try to have all your body language in the same direction, you run a high risk of confusing people. In doing so, trust is compromised.
You know some people in your professional circles who have broad sweeping gestures trying to make an impact. We also can experience some family members that use exaggerated body movements to punctuate drama. This tendency is also seen in some meeting environments where the stakes are particularly high.
Be your authentic self as much of the time as you can and let your body language flow naturally. Trying to force gestures in order to impress others or create some specific reaction in them, you inevitably sacrifice your own credibility.
How to Improve
One way you can hone your skill at using only natural and free-flowing gestures is to be a conscious observer of other people at all times. Look for signs of inconsistency in body language. As you become more adept at spotting the problem in others, you will naturally tend to do it less in your own case.
Try to catch yourself in the act of putting on a show in order to drive a specific reaction. Then block yourself from making the false signal. If you do it well and prevent yourself from sending mixed signals, then praise yourself for the growth you are experiencing.
Another way to grow in this dimension is to ask someone who is close to you to point out when you are being incongruent. Be sure to reinforce the person for sharing his or her reaction so you encourage more of that kind of candor in the future.
Studying Emotional Intelligence is another way to become more consistent. As we gain more knowledge of our own feelings and emotions, we can begin to see opportunities to modify our appearance to be indicative of how we are really feeling.
Overacting is a common problem in our society at all levels. Work to become more aware of any possible mixed signals you might be sending, and you will enhance the level of trust you experience with others.
This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”
Talent Development 14 Organization Development and Culture
October 24, 2020Section 3.3 in the CPTD Certification program for ATD is Organization Development and Culture. Section F reads, “Skill in designing and implementing employee engagement strategy.”
I have seen many engagement efforts that were highly effective. I have also witnessed some that were complete failures. In this brief article I will describe the things that cause success or failure.
I appreciate the way this item is worded, because ATD has avoided calling it an “Engagement Program.” When you use the name “Program” to describe an effort to create higher engagement, it shows a poor understanding of how engagement is created, maintained, and improved.
I once inherited a production department of about 150 people. The incumbent Department Manager was an ex-Industrial Engineer who had a reputation of being a “people oriented” manager.
As I got to know the people and the manager, I was impressed that they had an “Engagement Room” where various teams would meet to work on their “Program.” There were fancy charts all over the walls and there was a facilitator hired to run the “Program.”
They had slogans and symbols for the effort. After a while I got the impression that this effort was a text book application to Organization Development that was done by the book. All the trappings were there, but I sensed something phony about the whole deal.
I recall meeting one of the senior employees in the hallway one day, and when I asked him about how the “Engagement Program” was going, his body language was not good.
I took the time to sit with this employee, and he told me in confidence, “To tell you the truth, Bob, we all think it is a bunch of B.S. We do a bunch of mickey mouse exercises and the entire effort is all hat and no cattle.”
As I looked into the situation more closely, I realized this was an effort by the Department Manager and the facilitator to drive “Engagement,” whether the real people wanted it or not. The effort was costing money rather than having the impact the manager desired, and it was doing more harm than good.
I searched for a different manager for the department and found an excellent people-oriented woman who had a better track record. I explained to her that the mechanical approach was not working and suggested she work to develop a culture of high trust and scrap the “Engagement Program.”
She went to work on this and gained substantial stake from the production workers, who were happy to participate in an effort to change the culture permanently to one of much higher trust. The new Department Head worked on creating Psychological Safety in the department and got rid of the signage and slogans.
Within six months the manager had turned the situation completely around. Productivity had doubled, and the entire group of employees were as engaged as I have ever seen a group. The contrast between a mechanical approach and a genuine shift in the culture was simply amazing.
Never think of employee engagement as something you can “do to” the workforce. Instead think of engagement as an outcome of a brilliant culture. Work on trust and building an honest environment where it is safe to voice your truth, and the workforce will choose to become engaged.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
Leadership Barometer 68 Firm but Fair
October 18, 2020There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership. There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Firm but Fair
The book “Triple Crown Leadership” was coauthored by my friends Bob Vanourek and his son, Gregg. In the book, they stress that great leaders have the ability to flex between “steel” and “velvet.”
They are firm and unyielding on matters of principle or values, but they also display a softer more human side when dealing with some people issues.
Great leaders have this ability to flex, and they also know when to do it. If an issue has to do with certain characteristics (like integrity, safety, ethics, honesty) it is a mistake to bend the rules, even just a little. But, if the issue has to do with showing people you care and want to be fair to people, then on those issues you can flex to show you value these things too.
It is a mistake to take a hard line on every decision and always go “by the book.” Some leaders feel it is essential to maintain control by having a firm hand on the tiller. They often lose the respect of people because they show no human side.
It is also a mistake to be too soft and basically ignore important principles or rules. This posture will also cause a loss of respect.
To get the right balance, great leaders let people know they will be steel on some things and velvet on other things. This causes higher respect and also leads to higher trust within the organization.
One important caution on this philosophy is that you need to establish a predictable pattern for when to flex. If you do something for one person and not another, then you will be tagged as playing favorites, which always lowers trust. If it is unclear to people why you are being hard on one issue and soft on another, then you are going to confuse people, which also lowers trust.
I always found it helpful to explain to people why I am taking a hard line on some visible issue. For example, I might say, “We cannot allow this slitter to run with this safety interlock compromised. Even though we really need the production right now, we will never jeopardize the safety of our workers.”
Once you have established a track record for making the right choices, it is not as important to explain your rationale for each one. The way to tell is to watch the body language of people. If they look confused when you make a decision, then always explain your rationale.
If there is ever any push back on a hard or soft decision, listen to the input carefully before proceeding. Keep in mind that your perspective is not the entire story. There may be other worthy opinions.
Show by your consistent actions over time that you stand for certain things, but always be willing to listen to and consider contrary opinions. Then when you make a final decision, let people know why you went that direction. If you do that, you will grow trust consistently.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.
Talent Development 13 Business Insight
October 15, 2020Section 3.1 in the CPTD Certification program for ATD is Business Insight. The first bullet reads, “A skill in creating business cases for talent development initiatives using economic, financial, and organizational data.”
In this article, I will describe the process I use to create, refine and present business cases to potential clients.
A proposal to do some training and development work has little chance of being approved unless you can identify the benefits that will accrue. One mistake that consultants often make is to consider only the tangible or visible benefits such as higher output, greater safety, or better quality.
Usually there are intangible benefits that are not immediately or easily measurable but that have a profound impact on the operation in the long run. These concepts might include the impact of training on trust, morale, or teamwork. Often these intangible benefits dwarf the more visible things that can be measured physically.
If the training is highly experiential rather than just reading and listening to lectures, the impact on personal growth will go well beyond what is in plain sight. This is why I design my programs to have a great deal of variety of experiences where the participants actually become part of the action.
These experiences include several role play activities, body sculpture, assessments, polls, breakout sessions, magic illusions, videos, group and individual activities.
My rule of thumb is to have some kind of hands-on activity for every 10-15 minutes of information sharing. That level of involvement allows the group to stay sharp through multi-hour sessions. I also provide a physical break every two hours and provide refreshments, if the session is in person.
I work from PowerPoint Slides but follow a rigid protocol to avoid “death by PowerPoint.” All slides are on a totally white background. Usually there are only 5-6 bullets with large text with less than 8 words per bullet. Each slide has a real photograph (not clip art) that I have downloaded and purchased. The photos are indicative of the content on the slide and are often whimsical in nature.
I never read the PowerPoint bullets verbatim. I discuss the content and let the participants read the actual words while I am talking. Of course, I share the slide program for later review and recall.
Considering these presentation details, there is a lot of team building going on while I impart the subject matter. That improved teamwork serves to enhance trust and build morale, which both translate into productivity for the group.
It is common to have productivity increase by more than 50% as a result of training a family group for just a few hours.
I also customize all training for the specific needs of the group. I have a survey instrument with about 100 different areas where training might be considered. The participants tell me ahead of time which items have the most value, so that I can customize the program to be focused on the areas of greatest return.
I determine any extant data that is available for the group. I will review things like Quality of Work-life Surveys, Turnover data, Grievance Reports and other data that is available on the prior state of the group.
I also customize all slides to be industry specific, so that the training will translate into the language the particular organization uses daily. I want all of the participants to get the feeling that this training was designed specifically for them, because it was.
Taking these steps allows me to present a business case to the organization that is thorough, balanced, and tailored to be laser-focused on the needs of the specific group.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
Leadership Barometer 67 Connects Well With People
October 9, 2020There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly.
You can spend a lot of time and money taking surveys to tell you the quality of your leadership.
There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.
Connects Well with People
A good way to evaluate the quality of a leader is to watch the way he or she connects with people both upward and downward. Great leaders are known for being real rather than phony.
People describe the great ones as being “a nice guy” or “an approachable woman” or “like a friend.” The idea is the leader does not act aloof and talk down to people. There is no pedestal separating the leader from people in the organization.
There are numerous ways a leader can demonstrate the genuine connection with people. For example, John chambers, former CEO of Cisco Systems, worked from a 12X12 foot cubicle and answered his own phone. There was no executive washroom and no corporate plane.
Other leaders dress more like the workers in jeans and polo shirt rather than suit and tie.
Probably the most helpful way to be connected to people is to walk the deck often. There is a way you can tell if you are getting enough face time with people.
When you approach a group of workers on the shop floor, watch their body language.
If they stiffen up and change their posture, you know that your visit it too much of a special event. If the group continues with the same body language, but just welcomes you into the conversation, then you are doing enough walking of the deck.
They used to call this habit MBWA – short for “Management By Wandering Around.” It is, by far, the easiest way to stay connected with people. I tried to find at least an hour each day to do this, and I found it to be the most enjoyable hour of my day.
Being close to people has the added benefit of helping to build trust and improve teamwork. By sharing news or getting people’s opinions you show that you care about them. That works wonders for building higher engagement in the work,
Likewise, great leaders know how to stay connected with the people above them. In this case MBWA does not work too well because there is no real “shop floor” for upper management. Being accessible helps, so know the layout and drop by on occasion to check in. Do not be a pest – there is a fine line.
One suggestion is to experiment with the preferred modes of communication of your superiors. For example, I can recall the best way to keep in touch with one of my managers was through voice mail. Another supervisor would rarely reply to voice mail or e-mail, so I would make sure to stop by to see her physically.
One tip that was helpful to me was to arrive very early in the morning – before any of the upper leaders were present. Most executives arrive at work before the general population to prepare for the day and get some quiet work done before the masses arrive.
I would always be in my office working when my leader arrived. There were many occasions when something had to be done to help her very early in the morning. Since I was the only one around, I had the opportunity to do little favors to help her out. Over time that builds up a kind of bond. It is not being a suck up. It is just being available to help.
Beating the leaders in to work consistently demonstrates a kind of dedication. The manager has no way of knowing when you arrived. You could have gotten there just 5 minutes before her or already been hard at work for an hour. I always enjoyed having my car make the first set of tracks in the snow of the parking lot. Over time, that built up a helpful reputation for me that paid off.
Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.