Leadership Barometer 49 Maximize Discretionary Effort

May 8, 2020

Every day when people go to work in organizations, or work from home, they give effort to further the cause of the group. That is about as much as we can say for the general population.

The amount of effort as a percentage of what is available varies greatly from one person to another and from one organization to another. The effort for one particular person also varies significantly from one point in time to another.

Each of us has a vast storehouse of “discretionary” effort that we either give or withhold on a daily basis. Let’s examine the factors that govern why some people freely choose to give a lot more of their discretionary effort to their organization while others, equally qualified, habitually hold back most of their potential.

Of course, it has to do with motivation. On any given day, some of us are motivated to go above and beyond the requirements and others are turned off.

Can you imagine the power if there was a way to have most people in the organization fully engaged in the work and motivated most of the time? The result would be a huge productivity improvement for any organization.

The interesting thing to me is that the formula for giving maximum discretionary effort is different for each of us. No two people are completely alike, although there are many things that universally turn people off, the formula for turning an individual on is personal.

What follows is a method to discover your key to maximum discretionary effort.

First, visualize a time in your life when you performed at a peak level for an extended period of time of your own free will. Remember the circumstances by which you compelled yourself to put forth incredible effort, often with little rest or breaks.

Try to identify what it was in that set of circumstances that enabled you to perform at that level. Here are some examples of what people have thought of for this exercise:

• I had to do it because it needed to be done, and I was the only one that could do it.
• It was a huge challenge; I was told it was impossible.
• I felt empowered; finally I was cut loose to do it my way.
• It was just important for me to get this done.
• I was aspiring to prove something to myself.
• I had to show them what I was made of.
• It was do or die, so I did.
• My team believed in me, so I had to do it.
• I understood the goal and it was important to me.

Keep working at it until you have identified the true essence of what enabled you to perform at that level. Write it down in one single sentence.

The sentence you wrote will be your personal specification for giving your maximum discretionary effort. Many times in life you can configure work to align with this kind of statement. When you do, you will instinctively be performing with at least twice the productivity of your usual pace.

The beauty of this simple exercise comes when you do it as a group activity. I recall one meeting where I had a corporate Vice President with his whole team, and we did this exercise. It turns out the VP was most energized when he had to parachute into the jungle with a knife between his teeth.

His subordinates were turned on when they were trusted and empowered to get things done in their own way.

The ensuing discussion revealed why there had been so much tension in the organization. Subsequent coaching of the VP led to much higher performance among his direct reports.

You can do this experiment at any level in the organization. Not only will it help you understand yourself better, it will also give you new insight into how to lead your employees.



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


Leadership Barometer 42 Impossible Goals

March 16, 2020

Does your organization establish goals that seem impossible to reach? If so, you are not alone.

Many organizations go through a negotiation process with individuals and teams to establish annual performance goals. Often, the person or team is asked for their opinion on the best that can be achieved in the following year.

Then, just for good measure, senior managers tack on an additional 15 to 25% and set that as the target goal.

When employees learn to anticipate this markup process, they instinctively sandbag their initial offer to account for the anticipated bump by senior management. It becomes a game of cat and mouse to establish reasonable stretch goals, and in the end, the organization and its employees suffer.

I believe a better process starts with an understanding of what the entire organization needs and then breaks down individual and team performance goals that will ensure the organization meets its commitments.

Quite often, goals set by senior managers seem unrealistic or unobtainable, which has a significant negative impact on trust. When this happens, employees take on a fatalistic viewpoint that the team has no chance to perform up to expectations. Team members hope they can achieve the goal, but deep down they don’t believe it is possible.

This sequence creates a Pygmalion effect where the negative outcome is nearly guaranteed.

The truth is, you cannot “hope” your way to success. You must believe and expect success for it to become reality.

When stretching for seemingly impossible goals, the most important ingredient is not technology, market size, manufacturing capacity, quality processes, sales force expertise, HR policies, or any other tangible enablers. The most important ingredient is belief.

This fundamental principle has been identified by philosophers and social psychologists numerous times throughout history. It seems that, through the ages, our civilization keeps discovering the same ideas. Here are a few famous quotations from historical figures you may recognize. Notice how they all say the same thing in different words.

Zig Zigler – “When you believe it, you will see it.”
Earl Nightingale – “We become what we think about.”
Brian Tracy – “If you think you can do it and hang on to that vision, you will accomplish it.”
Henry Ford – “If you think you can, or if you think you can’t… You are right.”
Lou Holtz – “If you get people to believe in themselves, they will set bigger goals.”
Maxwell Maltz – “What you believe will happen actually becomes physical reality.”
Norman Vincent Peale – “The power of positive thinking: No success occurs without it.”
Andrew Carnegie – “You will not be able to do it until you believe you can do it.”
Tony Robbins – “Beliefs have the power to create and the power to destroy.”
Napoleon Hill – “What the mind can conceive and believe, it can achieve.”

This list is just a small sample of available quotations on the same topic. The phenomenon of creating success by visualizing it already being accomplished is well known.

Unfortunately, most teams in the working world have forgotten this time-honored wisdom. They wring their hands and lament that achieving the goal set out by management is simply impossible. Well of course it is impossible if they believe that.

Quite often, teams believe they can’t accomplish the goal because they cannot visualize how it could possibly be done. It is important to not get discouraged at the start because the “how” is not evident. Forget about how you will accomplish a goal; simply set out to believe that it will happen.

There are many tools available that can help you accomplish the goal. Resolve to find the right ones for your situation. If you do that, you will achieve the goal in ways you could not possibly imagine at the outset. Unfortunately, it is easy to experience the pangs of fear, especially in an environment of low trust.

The antidote is to teach individuals and teams to re-train their brains so that they drive out any thought of failure. Set the goal high, and then use all the power of mind over matter to make that goal a reality.

That sounds so simple, but it is very difficult to gain the skills required to believe rather than doubt.

Experts like the ones above, have taught us that if we reiterate an affirmative statement that we not only intend to meet the goal but to exceed the goal, then repeat that phrase in earnest at least twice a day for 30 consecutive days, we will actually bring forth a vital energy that was unavailable prior to the new mindset.

It is not the rote repeating of an affirmation that makes the difference. The method gives us a chance to catch the difference between the positive attitude and any negative thoughts or feelings that arise. We then have a moment of truth where we have the opportunity to examine what is holding us back.

As we address these self-limiting beliefs, we can come into mental and emotional alignment and resonance with the affirmation. We become energetically congruent with the vision, and that brings forth powers that are truly amazing.

Having this resonance and congruity changes everything. Of course, a positive mental attitude is not the only factor that will allow us to meet difficult goals.

We have to have a good plan, we have to execute well, we have to have high trust and great teamwork, we have to work incredibly hard, we must employ lean and six sigma principles, we need the right technology and resources, and, yes, we sometimes need some luck.

The truth is that by having the right frame of mind at the outset, we enable the other necessary elements to materialize in the physical world. When we expect and believe we will achieve the goal, sometimes the elements required to accomplish it materialize as if by magic. It is not magic; it is simply how the universe works.

I am not reporting anything new here, but I believe it needs to be reiterated, especially when goals for the next increment of time are being set. This is the time to create a new mindset that will allow you and your team to consistently reach or exceed seemingly impossible goals.

Bob Whipple is CEO of Leadergrow Inc.