Body Language 57 Time Out

December 6, 2019

The time out signal is a common hand gesture that is rarely misinterpreted, yet there are some subtle differences in meaning to discuss.

Let’s focus in on the different meanings first and then cover a highly useful application of the gesture in an organization setting.

Please stop talking

If another person is babbling on in a private setting or in a group meeting, you can signal it is time to stop talking and start listening by using the time out signal. This is a helpful use when you are having a hard time getting your points out.

The caveat here is that you would use the gesture sparingly. If you made the motion two or three times, it would most certainly annoy the person who is speaking. It would seem like you are cutting off the person.

Also, this use would be ill-advised if you used it to shut up a superior. If the boss wants to talk, it is usually a good idea to allow it.

I need time to think

When a lot of information is being shared in a steady stream, people sometimes need a break for their brains to catch up with the content. The time out gesture would let the presenter know it is time to at least slow down so all people can understand and absorb the content.

This topic is dangerous

You might warn a fellow worker that to pursue a certain line of reasoning is going to backfire. Rather than interrupt the person verbally, the time out signal will call the question and let the speaker know it would be wise to change the subject. You could accompany the hand signal with facial cues that indicate caution, just be sure to verify the right message was received and was not misinterpreted.

Time for a counterpoint

If one person is landing multiple points in support of a one-sided viewpoint and you want to allow some balance, the time out signal will provide that opportunity without saying any words.

Need a break

If, during a long presentation, you or others need to take a bio break, the time out signal can let the facilitator know it is time to take care of the bodily functions. Also, maybe the group just needs to stretch and take in some oxygen.

Call for a vote

If several arguments have been given on a hotly divided topic and you want to call for a vote, the time out signal can get that message out, even while the conversation is continuing.

Need to caucus

During negotiations, it is often necessary to separate teams to discuss strategy. The time out signal is useful for letting the parties know they need to separate for a while.

We are wasting time

Perhaps the most helpful use of the time out sign is in a meeting situation where one person in the room feels the group is spinning wheels going over the same content or dwelling on trivial content when there are more important things to discuss.

This technique is an excellent way to prevent wasting time, but everyone in the group needs to agree ahead of time that nobody will be punished for showing the time out sign. The idea is to establish a group norm that allows the signal to be given by any individual with no negative repercussions.

It is then up to the leader of the group to acknowledge that at least one person has an issue. The first order of business is to thank the individual for expressing a concern, and then find out what the specific concern is.

It may be that the individual wants the group to take a break, or maybe the person feels the current content is not proper or redundant. Get an accurate description of why the person gave the time out signal. This is done by asking open-ended questions.

The leader would then check if others have the same feeling, and if so, make the change. If the person giving the hand signal is the only person interested in changing direction, then he or she needs to be treated with respect for the input but recognize there are other opinions among the group members.

The time out hand signal is a wonderful tool if used correctly, as described above. If used with a heavy hand or followed by ridicule then significant damage to trust is being done. It is up to leaders to set the tone for the correct usage so the method will be a way to enhance trust and transparency over time.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 11 Demonstrate Integrity

August 5, 2019

One great measure of the quality of a leader is how much that person demonstrates integrity.

That is an easy thing to say, but it is a bit harder to accomplish. Let’s pick apart the concept of integrity and see if we can find some usable handles.

First of all, integrity is easy to demonstrate when things are going well or according to plan.  It is a simple matter of doing the right thing, and the right thing is obvious.

Integrity is most important when it is difficult to do or the right path is hard to define.  It is in these moments when leaders have the ability to stand tall and radiate their integrity or duck the issue and do what seems expedient at the moment.

I call these times “Leadership moments of truth.”

Demonstrate Integrity

Lou Holtz, the famous football coach had a remarkably simple philosophy of doing business. It consisted of three simple little rules: 1) Do Right, 2) Do the best you can, and 3) Treat others the way you would like to be treated.

The basic Do Right Rule means acting with integrity. If doing what is right is such a basic and easy thing, why am I even bothering to write about it? It’s simple.

Most leaders have a hard time figuring out what the right thing is. That is a stunning indictment to make, but I really believe it is true.

Reason: in the melee of everyday challenges, it is so easy to make a judgment that seems right under the circumstances, but when extrapolated to its logical conclusion it is really not ethical, or moral, or it is just plain dumb.

Leaders tend to rationalize.

I believe that most of the huge organizational scandals of the past started out as subtle value judgments by leaders in their organizations. There was a decision point where they could have taken path A or path B.

While path B was “squeaky clean” in terms of the ethics involved, path A was also perfectly logical and acceptable based on the rules in place at the time and was also somewhat more profitable than Path B.

The problem is that if path A was acceptable today, then A+ would be fine the next day, and A++ the next. Other people would get involved, and the practice would get more embedded into the culture.

Eventually, after a few years, it was clear that rules were being bent all over the place in order for the organization to look good to investors. There was no convenient way to roll back the ethical clock, nor was there any impetus.

Ultimately the practice, whether it was Enron’s disappearing assets or Bernie Madoff’s Ponzi Scheme, became too big to hide and things blew up. My contention is that these people were not intending to do bad things originally, they just got caught up in what Alan Greenspan called irrational exuberance and had no way to quit the abuse.

Of course, by the time things surfaced, they really were evil people doing evil things, but I believe it did not start out with those intentions. At the start I believe these leaders were truly blind to the origin of corruption that brought down their empires and bankrupt thousands of individuals in the process.

How can leaders protect themselves from getting caught up in a web of deception if they were originally blind to the problem? It’s simple, they needed to create a culture of transparency and trust whereby being a whistle blower was considered good.

Imagine if the culture in an organization was such that when someone (anyone) in the company was concerned about the ethics of current practice and he or she brought that concern to light, there would have been a reward rather than punishment.

To accomplish this, leaders need to reinforce candor, in every phase of operations. It has to be a recognized policy that seeing something amiss brings with it an obligation to speak up, but that is OK because speaking up will bring rewards.

If you doubt that whistle blowers are routinely punished, take the time to view this brief video by Bill Lloyd. He blew the whistle at his company and paid a heavy price for it.

Bill said, “Sometimes it’s going to hurt, but it says everything about who you are as a person.”

The concept or rewarding candor creates opportunities for leaders to see things that would otherwise be hidden and take corrective action before the tsunami gets started.

It also allows leaders to be fallible human beings and make mistakes without having them become a reason for them to spend the rest of their life in jail.

So here is a good test of your leadership ability. How transparent is your organization? Do you truly reward employees when they bring up things that do not seem right to them, or are they put down and punished?

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.


The Link Between Trust and Motivation

March 19, 2019

How many times a week do you hear leaders say, “We’ve got to motivate our people?” Those words and the actions they generate seldom lead to a sustained improvement in motivation. The above phrase is one of the most common phrases leaders or managers use every day. So what’s wrong with it?

Lack of Understanding

The phrase shows a lack of understanding about what motivation is and how it is achieved. Leaders make a mistake when they use perks to increase motivation by making people happier, like handing out free candy. They put a manipulative spin on the subject of motivation that backfires for several reasons:

1. Historical Research

The notion that improving things in the workplace will somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors”  (read that more candy) is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation.

Why? – because things like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier, but they do little to impact the reason they are motivated to do their best work. That impetus comes from a different source.

2. Less is More

It is imagined that heaping nice things on top of people it will improve their attitude leading to higher motivation. The only lasting way to improve attitude is to build a better culture.

3. Bribery is not Motivation

It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation, it is fear. You can bribe a person into feeling happy, but that’s not motivation it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Motivation is a Personal Choice

Individuals will gladly accept any kind of freebie the boss is willing to grant, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the goodie bag.

5. Focus on a Better Culture

Smart leaders focus on the culture first. They seek to build an environment of TRUST and improve the motivating factors, such as authority, reinforcement, growth, and responsibility. With these precursors, motivation within people will grow. It will be enhanced if some nice perks are added, but the perks alone do not create motivation.

Why do I make this distinction? I believe motivation comes from within each of us. As a manager or leader, I do not believe you or anyone else can motivate other people. What you can do is create a process or culture whereby employees will decide to become motivated to perform at peak levels.

6. Don’t use the Word Motivate as a Verb

How can you tell when a leader has the wrong attitude about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” It is as if “motivate” is something a leader can “do to” the workers.

If you seek to change other people’s attitude about their relationship to work with goodies, you are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team more responsibility to make its own decisions.”

What an Environment of TRUST Feels Like

The way to create the best environment for personal motivation to grow is to create a culture of TRUST and affection within the organization. Doing this helps people become motivated because:

• They feel a part of a winning team and do not want to let the team down. Being a winner is fun.

• They feel both intrinsic and extrinsic rewards when they are doing their best work.

• They appreciate their co-workers and seek ways to help them physically and emotionally.

• They understand the goals of the organization and are personally committed to help as much as they can in the pursuit of the goals because they know that when the organization does better, they do better personally.

• They truly enjoy the social interactions with people they work with. They feel that going to work is a little like going bowling, except the physical work is different. They are distributing computers instead of rolling a ball at wooden pins.

• They deeply respect their leaders and want them to be successful.

• They feel like they are part owners of the company and want it to succeed. By doing so, they bring success to themselves and their friends at work.

• They feel recognized for their many contributions and feel wonderful about that. If there is a picnic or a cash bonus, that is just the icing on the cake – not the cake itself.

An organization where all people are pursuing a common vision in an environment of trust has a sustainable competitive advantage due to high employee motivation. How do you achieve that kind of culture?

Tips to Achieve higher Trust

Building a culture of high trust requires that leaders stop trying to manipulate people and build a real environment. Excellent leaders create a solid framework of values, vision, mission, behaviors, and strategy.

The key to building trust is to allow people to point out seemingly incongruent behavior on the part of the leader without fear of reprisal. This requires leaders to suppress their ego needs to be right all the time and acknowledge their fallibility.

When people are reinforced for voicing their truth, even if it is uncomfortable for the boss, trust will grow. The quote I use to emphasize this is “The absence of fear is the incubator of trust.”

With this approach you have a powerful correcting force when people believe things aren’t right. If something is out of line, they will tell you, enabling modification before much damage is done. Now you have an environment where honest feelings are shared and there are no large trust issues. People in your organization will instinctively choose to become more motivated because they are working in the right kind of atmosphere.

Achieving a state where all people are fully engaged is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons when you have special meetings, or by holding employee picnics. Consistently build higher trust by reinforcing people when they express themselves and you will experience higher and sustained motivation.

 

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 600 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.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


The “I AM RIGHT” Paradox

February 6, 2019

One of my MBA students made a comment once that really caught me off guard. He said “I am the type of person who always does what he thinks is right.” The statement sounded perfectly logical until I thought about it a little more. I wonder if there is a person alive who could not make that same claim.

Invariably, people are going to do what they believe is right at that moment. If there is a better alternative action, then they will do that. Human beings instinctively rationalize all data to come up with the best option now, “all things considered.” In essence, we all wear an invisible “I AM RIGHT” button all day every day.

I started weaving this concept into my leadership classes, because it represents some insight that can help leaders build higher trust, if they understand it. The challenging part is to become smart enough to practice it in the crucible of everyday events. This article will describe the process to become enlightened and how to implement the concept in your life. The ideas in this paper can reduce conflict regardless of one’s position in life, but I will focus the remainder of this article on how leaders can use the concept to increase trust within their span of influence.

Sometimes I run into a leader who claims to not have this problem. He might say, “I have always been a highly participative manager and do not form opinions until I understand what my people are thinking.” Regardless of how much information is gathered in advance, once a leader reaches an understanding of the “right” decision, he then owns that point of view. (Note: In this article, I will use the male pronoun to avoid the awkward “he or she” language, but the logic is gender neutral.)

Another way leaders try to be participative is to send out “test balloons” that sound like this: “I am wondering what you all think about reducing the level of overtime for the next couple months.” The problem here that by simply broaching the question, the leader has put his thumb on the scale, so everyone already knows what he considers the “correct” answer.

Once a leader has reached a conclusion, regardless of how he got there, he owns that opinion, so if someone else has a dissenting point of view, the leader instinctively believes that person is “wrong.” Human nature then takes over, and the leader pushes back on the person who disagrees. This pushback is not reinforcing to the person who disagrees. The leader in some ways punishes the dissenter for having a different opinion.

According to behavior theory, being rewarded for an action will cause more of that behavior in the future and being punished tends to extinguish that behavior in the future. People quickly learn not to cross the leader once his opinion is known. It is just not safe to do it because the leader has positional power and the ability to inflict future pain in numerous ways. This is where the link to trust is critical.

In my leadership work, my favorite quote is, “The absence of fear is the incubator of trust.” My observation is that trust between people will grow easily in an environment of no fear. Creating a culture where people know the leader is not going to punish them for having an opposing view is the best way to reduce fear in an organization.

This is where the I AM RIGHT concept has so much power. If the leader can picture that the person who is not in agreement is also wearing the button, then it reminds the leader to modify his behavior when another person brings up an opposing point. The leader recognizes that he believes his way is right, but also recognizes the other employee believes his view is the correct one.

That understanding can change the conversation from one of defensive pushback and punishment to one of curious inquiry, deep listening, and understanding. The opposing employee will feel rewarded rather than punished. If the leader changes his stance based on the input, then the reward is direct. If the leader considers the alternate seriously but goes with his first instinct, the employee still feels he is rewarded because his points were heard, he was treated like an adult, and he was shown respect. So, regardless of the final decision, trust has been enhanced rather than reduced.

Leaders need to know that the first instinct to defend their initial position may be working against higher trust. They can modify the approach to suspend their own judgment when there is a question or alternate view and truly listen to the opposing view. Asking others what they think about the question will also help to reinforce the nay-sayer, and the trust will still grow. Discussion can also help the employees understand the full set of considerations that went into the decision and therefore appreciate the wisdom of a broader view.

The essential ingredient in this formula for building trust is for the leader to recognize he is wearing the I AM RIGHT Button, but that everyone else has on an invisible I AM RIGHT Button too. The ability to do that is a game changer for leaders who want to have a culture of high trust.

I call this skill “reinforcing candor,” because it is a key behavioral change that has huge impact on the culture. To be able to calmly accept a dissenting view and treat the employee with respect often goes against the gut instinct behaviors. That is why it is so uncommon in real life. If you can learn to do this, you will become one of the elite leaders of our time. It takes practice to do this, so start today and watch the trust level in your organization rise steadily.

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 600 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. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Mistakes in Motivation

August 22, 2016

How many times a week do you hear, “We’ve got to motivate our people?” This is usually followed by an idea or two to try to entice people to be more productive.

Seeking to motivate employees is a thought pattern leaders use every day, so what’s wrong with it?

Trying to motivate workers shows a lack of understanding about what motivation is and how it is achieved. Leaders who think this way rarely get the increased motivation they seek.

Reason: Motivation is an intrinsic phenomenon rather than something to be impressed upon people. Motivation is not something managers “do to” the workers.

The only person who can motivate you is you. The role of leaders is not to motivate workers, rather it is to create the kind of culture and environment where workers are inspired and choose to motivate themselves.

An example is when a leader sets a vision and goals, then allows people to use their initiative to get the job done as they see fit.

Why do many leaders try to motivate people by using either incentives (like bonuses) or threats (like penalties)?

1. Poor understanding of motivation

The notion that by adding perks to the workplace we somehow make people more motivated is flawed.

Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors” is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation.

Why? – because goodies like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier at work, but they do little to impact the underlying reasons they are motivated to do their best work.

2. Taking the easy way out

Many leaders believe that by heaping nice things on top of people, it will feel like a better culture. The most direct way to improve the culture is to build trust.

By focusing on a better environment, managers enable people to motivate themselves.

3. Using the wrong approach

It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation; it is fear.

You can bribe a person into feeling happy, but that’s not motivation; it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Focusing on perks

Individuals are willing to accept any kind of treat the boss is willing to dish up, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the carrot.

A better approach to create motivation is to work on the culture to build trust first. Improving the motivating factors, such as authority, reinforcement, growth, and responsibility creates the right environment for motivation to grow within people.

How can we tell when a leader has the wrong understanding about motivation?

A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.”

If we seek to change other people’s attitude about work with perks, we are going to be disappointed frequently.

Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team the ability to choose their own methods to achieve the goal.”

For an organization, “culture” means how people interact, what they believe, and how they create. If you could peel off the roof of an organization, 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 society. It is the impetus for observable behaviors.

Achieving a state where all people are fully motivated is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons or when you have special meetings.

It is not generated by giving out turkeys at Thanksgiving. Describe motivation as a new way of life rather than a program or event. You should see evidence of motivation based on trust in every nook and cranny of the organization.

Focus on improving the culture rather than using carrots or sticks to create true motivation.

Bob Whipple, MBA, CPLP, 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, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Leaders: Wag More, Bark Less

February 28, 2015

dogI confess, this title was not made up by me. My wife saw a bumper sticker with this sentiment and shared it with me.

I think the basic wisdom in the phrase is great and wish there was a way to get some managers to understand the simple logic here. Why is it that some bosses feel compelled to bark when wagging is a much more expedient way to bring out the best in people?

The barking dog is simply doing its job. The dog only knows that to defend his territory, he needs to sound off at anything that might encroach.

The frequency of barking is an interesting aspect. Why does the dog bark at intervals less than about 10 seconds?

Is it because he has a short memory and can’t remember that he just barked? Is it because the potential invaders of his territory need to be reminded every few seconds that he is still around? Is it because he simply enjoys keeping the neighbors up all night?

Is he showing off his prowess or having some kind of dog-world conversation with the mutt down the street? I think all of these things could be factors in the frequency of barking, but I suspect the primary reason is a show of persistence.

The message we get from the barking dog is “I am here, I am formidable, I am not going anywhere, so keep your distance.”

In the workplace, if a manager sends a signal, “I am here, I am formidable, I am not going anywhere, so keep your distance,” the workforce is going to get the message and comply.

Unfortunately with just compliance, group performance and morale are going to be awful, but the decibel level will at least keep everyone awake.

When a dog wags its tail, that is a genuine sign of happiness and affection. You can observe the rate of wagging and determine the extent of the dog’s glee.

Sometimes the wag is slow, which indicates everything is okay, and life is good. When you come home at night and the dog is all excited to see you, most likely the wag is more of a blur, and it seems to come from way up in the spine area.

The wag indicates, “I love you, I am glad you are here, you are a good person to me, and will you take me for a walk?”

Dogs are incredibly loyal, even beyond human reason. For example, I am reminded of the picture of a Labrador Retriever lying next to the coffin of his master who was killed in Afghanistan. The dog refused to leave the area.

Even when a dog is not treated well, it does not become critical or judgmental. The wag is not withheld because the dog had a bad day. The dog looks for the good and appreciates it. The dog is ever hopeful, ever optimistic, ever grateful. The wag is still there unless the dog is seriously sick. It is amazing.

A manager who wags more and barks less gets more cooperation. Life is better for people working for this manager, and they simply perform better.

Showing appreciation through good reinforcement is the more enlightened way to manage, yet we still see many managers barking as their main communication with people. Look for the good in people, and appreciate it. Try to modify your bark to wag ratio and see if you get better results over time.


Motivation Mistakes

February 4, 2012

How many times a week do you hear, “We’ve got to motivate our people?” This is usually followed by an idea or two to try to entice people to be more productive. Seeking to motivate employees is a thought pattern leaders use every day, so what’s wrong with it?

Trying to motivate workers shows a lack of understanding about what motivation is and how it is achieved. Leaders who think this way rarely get the increased motivation they seek. Reason: Motivation is an intrinsic phenomenon rather than something to be impressed upon people.

The only person who can motivate you is you. The role of leaders is not to motivate workers, rather it is to create the kind of culture and environment where workers are inspired and choose to motivate themselves. An example is when a leader sets a vision and goals, then allows people to use their initiative to get the job done as they see fit.

Why do many leaders try to motivate people by using either incentives (like bonuses) or threats (like penalties)?

1. Poor understanding of motivation – The notion that by adding perks to the workplace we somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors” is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation. Why? – because goodies like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier at work, but they do little to impact the underlying reasons they are motivated to do their best work.

2. Taking the easy way out – Many leaders believe that by heaping nice things on top of people, it will feel like a better culture. The most direct way to improve the culture is to build trust. By focusing on a better environment, managers enable people to motivate themselves.

3. Using the wrong approach – It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation; it is fear. You can bribe a person into feeling happy, but that’s not motivation; it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Focusing on perks – Individuals are willing to accept any kind of treat the boss is willing to dish up, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the carrot.

A better approach to create motivation is to work on the culture to build trust first. Improving the motivating factors, such as authority, reinforcement, growth, and responsibility creates the right environment for motivation to grow within people.

How can we tell when a leader has the wrong understanding about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” If we seek to change other people’s attitude about work with perks, we are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team the ability to choose their own methods to achieve the goal.”

For an organization, “culture” means how people interact, what they believe, and how they create. If you could peel off the roof of an organization, 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 society. It is the impetus for observable behaviors.

Achieving a state where all people are fully motivated is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons or when you have special meetings. It is not generated by giving out turkeys at Thanksgiving. Describe motivation as a new way of life rather than a program or event. You should see evidence of motivation based on trust in every nook and cranny of the organization. Focus on improving the culture rather than using carrots or sticks to create true motivation.