Real Motivation

April 8, 2012

Every manager I have ever met, including myself, would appreciate higher morale and motivation among his or her team. After all, these two attitudes lead directly to productivity and employee satisfaction, which are pivotal in sustaining a healthy business. Many managers have a stated goal to improve morale, motivation, or both. I contend the mindset inherent in setting goals for these items shows a lack of understanding that actually will limit the achievement of both.

The reason is that morale and motivation are not objectives; they are the outcomes of a great or a lousy culture. If you spend your time and energy trying to improve the environment to include higher trust, then higher morale and motivation will happen. If you try to drive morale, it may sound to the employees like the famous saying, “The beatings will continue until morale improves.”

I have seen a group of people at work with such low motivation, there seemed to be no way to get any work done. If a manager dared try to speak to a group of employees, they would heckle or just pay no attention. Nothing the leader said or did had much impact on the employees, so in desperation, the manager would stoop to threats. This would elicit a half hearted groan and some compliance for a time, but the quality of product would suffer, and the gains would be only temporary.

I have seen that same group of workers six months down the line after putting in a really good leader. The atmosphere was entirely different. The employees showed by their body language that they were eager to do a great job. If there was a dirty or difficult job and the leader asked for volunteers, half a dozen hands would go up immediately. When they were at work, they resembled the seven dwarfs whistling while they worked rather than slaves in the belly of a ship being forced to row.

How was that one leader able to accomplish such a turn-around in just six months? The leader focused on changing the underlying culture to one of high trust rather than just demanding improvement in the performance indicators. The motivation and morale improved by orders of magnitude as a result rather than because they were the objective. Let’s look at some specific steps this manager took early in her term that turned things around quickly:

Built trust – She immediately let people know she was not there to play games with them. She was serious about making improvements in their existence and had that foremost in her mind. She built a real culture where people felt safe to come to her with any issue and know they would not be insulted or punished.

Improved teamwork – She invested in some teamwork training for the entire group, offsite. These workshops made a big difference in breaking down barriers and teaching people how to get along better in the pressure cooker of normal organizational life.

Empowered others – She made sure the expectations of all workers were known to them but did not micromanage the process. She let people figure out how to accomplish tasks and got rid of several arcane and restrictive rules that were holding people back from giving their maximum discretionary effort.

Reinforced progress – The atmosphere became lighter and more fun for the workers as they started to feel more successful and really enjoyed the creative reinforcement activities set up by their leader. She let the workers plan their own celebrations within some reasonable guidelines and participated in the activities herself.

Promoted the good work – the manager held a series of meetings with higher management to showcase the progress in an improved culture. The workers were involved in planning and conducting these meetings, so they got the benefit of the praise directly from top management.

Set tough goals – It is interesting that the manager did not set weak or easy goals. Instead, she set aggressive stretch goals and explained her faith that the team was capable of achieving them. It first, people seemed to gulp at the enormity of her challenges, but that soon gave way to elation as several milestones were reached.

Support – The manager supported people when they had personal needs, and made sure the organization received the funding needed to buy better equipment and tools.

Firm but fair – The manager was consistent in her application of discipline. People respected her for not playing favorites and for making some tough choices that may have been unpopular at the moment but were right in the long run. Her strength was evident in decisions every day, so people grew in their respect for her.

This manager turned a near-hopeless workforce into a cracker-jack team of highly motivated individuals in six months. Morale was incredibly high. Even though improving morale was not her objective, it was the outcome of her actions to improve the culture.

If you want to be one of the elite leaders of our time, regardless of the hand you have been dealt, work on the culture of your organization rather than driving a program to improve morale and motivation. Develop trust and treat people the right way, and you will see a remarkable transformation in an amazingly short period of time.


Avoiding Drama

March 11, 2012

I participated in an interesting discussion in an online class on teamwork recently. The students were lamenting that drama in the workplace is common and very disruptive to good teamwork. While drama is just part of the human condition, I am sure you have experienced unwanted drama and wished there were ways to reduce it.

First, one precaution; There are various different kinds of drama and many different symptoms and sources. In this article, I am discussing the most common kind of drama in the workplace. This is where a person acts out his or her daily frustrations in ways that create chaos and loss of focus that hurt the productivity, effectiveness, and teamwork of the group. I am not addressing the serious drama caused by mental illness or tragic events.

Let’s take a look at the seeds of this problem to identify some mitigating strategies. Drama is a result of people who feel they are not being heard. If an individual believes his or her opinions are valued and considered in the decision process, then there is less need for drama. If the culture is real, and people are not playing games with each other, then the distractions of drama will be significantly reduced.

It is a function of leaders to establish a culture where people see little need for drama in order to be a vital part of the real action. Here are some tips that leaders can use to reduce drama in their organization:

1. Improve the level of trust. High trust groups respect people, so there is a feeling of inclusiveness that does not require high profile actions to get attention.

2. Anticipate needs. Be proactive at sensing when people need to be heard and provide the opportunity before they become frustrated.

3. Respect outliers. When someone’s view is contrary to the majority, there may be valid points to consider. Do not ignore the valuable insights of all people.

4. Hear people out and consider their input seriously. Positive body language is essential to show respect for all people.

5. Work on your own humility. Climbing down off your pedestal means that you are more willing to be on an equal footing with others.

6. Admit mistakes. You gain respect when you are honest about the blunders that you make. People will feel less like acting out in response to your foibles if they see you willing to be vulnerable.

7. Reinforce people well. Providing sincere praise is one way to show respect. This reduces people’s tendency to say “Hey don’t forget about me over here.”

We must also realize that some people are world class at creating drama. For these people it is a kind of sport. They do it to gain inappropriate attention or just to be disruptive. These people need coaching to let them know their antics are not really helping drive the goals of the organization. The leader needs to provide feedback about the issue and set the expectation of improvement. If the drama continues and is disruptive, then the person may be better off in some other organization doing a different function.

Drama is all around us on a daily basis, but good leadership can mitigate the negative impact and keep bad habits from becoming an organizational albatross.


Leadership Mentors

October 30, 2011

In my work, I consult with management and leader groups at all levels in organizations of all sizes and types. We normally think of each group as being unique. They have their own style, idiosyncrasies, type of work, environment, and goals, yet I have found most groups to have many similar aspects.

In any group, you will find a core of dedicated and cooperative individuals who are there to help and earn a living. They have basically the same hopes and dreams, although each one has his or her unique story to tell. Then you have a few superstars who are really trying to get the most out of every experience. They shine above the others in many ways. Finally you have the slackers and trouble makers. Even though their numbers are less than 10% of the population, these people take up roughly 80% of the time of their managers. They often feel that life has dealt them a rotten hand, when it is really their own attitude that is usually causing their misery.

When I meet with a new management team for the first time, the manager often tells me “we’re different here,” and yet when you consider the entire group, despite any other differences, they are usually similar to the pattern I described above. It takes me less than 5 minutes to scope out the distribution for that particular group. Usually it is very close to a normal distribution, but occasionally I will find a group that is either much better or much worse than the norm. For those outlier situations, there is often a relationship between how people are treated and how they react. If people are treated well by leaders, the group will be better than average. If people are misused by leaders, then you find a group with more problems.

The people in a dysfunctional team can be made more positive if the leader finds ways to improve his or her own skills. The good news is that it takes people only a short time to become more motivated. The transformation can take as little as six months. The leader would have culled out the cancerous elements of the team to allow the healthy cells to shine through and work up to potential. The leader would have set up expectations and gained the respect of everyone. Trust would be in evidence every day.

Reverse the situation and put a less-skilled leader in with a high performing team, and the team will lose its edge quickly. People will start acting as if they are playing games with each other, and trust will be reduced. In that environment, some problem individuals will quickly surface to bring down the average performance of the team.

I have seen the above pattern work in both directions so many times over the past 40 years of observation that I am convinced there is a causal relationship. If you look around and see a need for higher quality leaders in your organization, it is costing you plenty.

I believe there is a shortage of excellent leaders, but I also believe with the proper mentoring and support, a majority of professional people have the innate capabilities to become good, if not great, leaders. So what is missing? The real shortage is a lack of mentors for future leaders. Reason: most highly effective leaders are consumed with trying to optimize things in their current environment, and they neglect the activities that would develop other leaders.

If you are not happy with the number of excellent leaders in your organization, ask why there are not more leadership mentors. Get some help to train all leaders not only to be better at their function, but to step up to the challenge of growing other leaders for the future.


Become Your Problem

May 31, 2010

The following story illustrates that by personifying an inanimate object, we can gain some interesting new perspectives and insights. This not only helps us understand the system at work, but it also helps us resolve complex problems. The following story is really about the nature of teams.

Looking above, I can see a very bright light that seems to be focusing directly on me. What a pain! I have to squint to see what is going on. I can see a huge face with rimless bifocals and a large moustache scanning over me like it is looking for a cavity. Yikes – to be on the safe side, I keep my mouth shut. Every so often I can see a hand come over me with fingers lightly brushing over my face. I don’t mind; I like giving pleasure to people, but this is getting tiring. Enough of this inspection, I want out of here. OOPs, I have no legs. I’m stuck here on this flat surface looking into the light. Although I have “arms” of a sort, they remain as flat and immovable as the rest of my body. I think , “this is going to be a long afternoon.”

Suddenly, I can see a reflection off the focusing metal shield attached to the light bulb. Squinting through the glare, I can actually see myself lying on a very large, flat table. I can see that my color is mostly blue, but there is one corner that’s dark green, and one section that has a bright red spot. My shape is not at all pleasing to me. I am very stocky and my “arms” look like fat peninsulas or some kind of bulbous muscle mass like Popeye used to lure fair Olive-Oil away from Brutus. Meanwhile, where my legs should be were huge gaping holes that looked like they had been blown off by some ghastly mortar round, or perhaps the crash landing of a well-aimed meteor. So, looking at myself, I am not very proud. Oh the shame!

I start looking around me. I can see that there are others in the same condition. They are all flat, and can’t move either. They all have similar colors, but none of them are exactly the same. None of them have legs, and they all have the same gaping holes where the legs should be. Their arms are similar to mine, but not exactly the same.

I begin to notice a familiar smell. It is the peppermint the old geezer is eating to hide the tobacco smell from his suspecting wife. Who is he trying to kid? The peppermint will not hide the smell that has permeated his moustache. But there is another smell that’s familiar too. It takes me back to my childhood when I lived in the toy store inside a box. Yup, that’s a cardboard smell, no doubt about it. But why is there a cardboard smell? I begin to sniff discretely toward my neighbors on the table. Who is guilty of this odor? They all smell the same, kind of musty and, definitely very old. I suspect I smell pretty bad too. Oh the shame! I always figured that God was merciful when He arranged things so we didn’t have to smell our own breath. It was probably hard for Him to figure that out, so I give Him a lot of credit and gratitude.

As the old man stands directly overhead the glare is gone and I can see the reflection of my neighbors more clearly. They are just like me; flat pieces of cardboard with funny arms and no legs. Each one has a different shape and coloring. Some even have flat sides. I figure that comes from sitting on one edge for too long in the box.

Whoa – -be careful! All of a sudden I am picked up and held very close to the bifocals. The peppermint smell nearly makes me black out. The geezer puts me down in a new place and puts the arm of neighbor directly into one of my “leg holes.” Ahaa. I have it. I am a puzzle piece! I have just been mated up with the matching piece in my sector.
Now, I begin to realize that all the pieces on the table are unique, but linked together into a system – like a Team. Each of us has a role, but the total system is very complex and needs the proper contribution from everyone. It is interesting to note that the team could not function without the support of a card table. A missing table would make it difficult to assemble the puzzle just as a team could not function without the support of management.

Thinking about the similarities between a puzzle and a team made my head swim with ideas. For example, the Geezer started the project by getting the box out, which is just like when a team is forming with members. The first thing he did was look at the picture because he needed to have a Vision as he started the project. Lack of a vision would make the task nearly impossible, just as it is for any team. Then he opened the box, which is the equivalent of having the team convene with open minds.

It is interesting that after the geezer dumped all the pieces on the table and spread them out (like a first meeting) he turned all the pieces “face up” so he could see our true colors. When some of us were face up and others face down, he was unable to understand the diversity we all bring to the team. Without considering the unique talents of each piece, the system would not function as designed. It would struggle and falter, just as many organizations do. By seeing and appreciating the diversity of each team member, the old geezer can make our system all it was meant to be.

Some members take on a leadership role. They have a unique property: corners. They let the geezer know the extreme boundaries of the capability of our team. They also provide a kind of vision to work within. Without these leaders, the system would lack focus; there would be no real purpose.

Other pieces, the ones with one flat side, are not that way due to laziness, but because they are special too. They connect the corner pieces so the old man can visualize the overall scope of the puzzle and begin to sort out the colors. They identify the boundaries of our system and show the constraints we all must respect. Without these management pieces, our system would lack control and be all over the place. Instead, we have a sense of purpose and direction – like a team’s strategic plan.

All of the pieces have a role to play in the system. It cannot work properly unless each one assumes the correct role. I take a position of pride near the junction of the tree line and sky. But what’s this huge red dot? Could it be a mistake? Maybe I am part of another puzzle. Maybe I don’t belong here. Or it could be an errant dot from the marking pen of a careless child years ago. It could even be acne! Oh the shame! I’ll just have to wait to find out.

The wife has called old geezer to dinner, so my new friends and I had a chance to chat as all puzzle pieces do when the owner isn’t around. I found out that they all enjoy being part of this system, but also rejoice in their unique contribution to the end result. We are organized into sections or quadrants in that some pieces are sky and others are trees or water, etc. We all need to know our role or contribution to the group. There are also some special pieces, like me, that are links between sections. Like the edge and corner pieces, I fulfill a role of direction for the tree and sky sections. I also provide some comic relief and confusion with my red spot. Others around me are sensitive to my difference and try not to embarrass me. I am thankful for that. Even though I am different, I have a role to play that is very important to the system.
Our system is starting to take shape and we realize that each piece has a place and that it must fit perfectly with all adjacent pieces for things to work out. You cannot force one piece to mate with another (even with a hammer or shoe heel) without damaging the system.

Finally, dinner is over and Mr. Geezer returns, this time with the wife in tow. Now, with two of them working, things are pretty hectic. For one thing, if you get picked up, it isn’t entirely clear which person has you airborne. You have to guess by the body language or smell. Mrs. Geezer’s hands smell like lemons; a remnant from her dishwashing soap. I keep looking into the reflection to see if I can get a better picture of our total system.

Suddenly, I see her. She is beautiful. Her shape is fantastic, and her colors are bright and clear, just like mine. But wait . . can it be true . . yes it is . . she has a red spot too. Oh joy – I am not alone. Hers isn’t as big and bright as mine, but for sure it’s red. The minute she sees me, her eyes light up. “What a wonderful red spot you have”, she said. “I was beginning to think there were only a few of us here.” “You mean there are others,” I asked? She reassured, “Oh yes, the old man put all the spotted ones over by the sign.” “What sign is that?” I asked. She said, “We don’t know yet, but it starts with CONG.” “Maybe they will put us back in that part of the system before they finish the puzzle.”

But things didn’t work out that way. Mr. & Mrs. Geezer worked late into the night. The peppermint supply was reduced to sticky wrappers in the wastebasket. One by one all the pieces with spots were brought over to my area between the trees and sky. That left the area of the sign open to be filled in more with, “CONGRA, “YO,” and “GSAW”. On and on it went until shortly before midnight they had the puzzle completed. I was locked in with my new girlfriend, which felt pretty special. Also, my red spot was just one of many around me in a circular pattern. I could clearly see the outline of a fireworks shell bursting just above the tree line. I looked over at the sign, it said, “CONGRATULATIONS, YOU NOW KNOW WHY A JIGSAW PUZZLE IS LIKE A TEAM”.

Finally, I was impressed to find out that puzzle pieces have a sex life. Mrs. Geezer noted each piece had four partners, and was so embarrassed she had to avert her eyes. Oh the shame!