Research has proven the workforce is shifting, no surprise to many of us.  However, many still assume money is the primary motivator for people.  That may have been true for the Baby Boomers but with this new generation, new thinking must also be developed.  Millennials want to know why, they want to see the big picture, they want to know the impact they are having and they want to know now!

Here are some additional thoughts from Kevin Eikenberry –

Forget more money and better benefits.

We think that is what people need, to which most managers and leaders say – “I can’t give them more” or “That’s out of my hands.”   The good news is those aren’t the things that will move the needle.

A recent (February and March of 2012) Career Builder survey of 5,772 full-time workers in many industries, found that 28 percent said the success benchmark would be earning $50,000 to $70,000. And 23 percent put that mark at less than $50,000.

For a tenth, success equals $150,000 or more.

And even if you think your people are different, consider this…  After you get a raise, even if it is what you really want (like a new car), pretty soon that new wage (or car) is no longer a motivator – it is the new normal.

If you want to raise commitment, productivity and increase people’s “work ethic” (that is worth a post on it’s own), think about these factors instead.

A Reason Why.   People want to do work that matters.  Help people see the big picture in their work.  Connect their work (or help them connect it) to the larger, aspirational mission of your team or organization.  This bigger picture will make a big difference.

Clear expectations.  We all want to know what is expected – what a target for success is.   If expectations change, let people know – and engage them in that conversation.  How can people meet your expectations if they don’t know what they are?  Do they know?

Relationship.  People don’t want to work for a paycheck, they want to work for and with people.   That goes for you as their boss and their co-workers.  How often do you share a kind word, give specific encouragement, or check in to see what they need? These mean more than you will ever know – unless you realize how much they matter from your boss.

Targets.   Human beings are goal oriented beings.  Give people something to shoot for.  When these targets are connected to the big “why,” magic occurs.

Freedom.  Even in the most process-oriented and procedurally-focused jobs, there is room for personal approaches.  Give people some latitude within the framework.  You will get higher levels of commitment, and likely process improvements too!

Input.  Ask questions. Shut up. And listen. People have valuable perspectives.  They want to share it.  So ask for their input and value it.

Future.   Help people see themselves in a future they desire – and help them get there.  That future may or may not be the one you see them in, so you must ask.  Then do what you can to support and encourage them to reach that future.

The best news about all of these?   You have lots of influence over these, whether you are in the C-suite or a first line supervisor.   How can you put more of these things into your employees daily experiences?  Ask yourself that question everyday – and take action on your answers.  You will be amazed at the changes in attitude, performance, and outcomes.

Dan Wolgemuth, Friday Fragments, YFC

June 22, 2012

Easier?

In 1986 Greg LeMond became the first non-European cyclist to win the prestigious Tour de France cycling race. His accomplishment not only impacted cycling professionals, it also inspired many amateur cyclists.

During LeMond’s career he was asked if cycling got easier as he improved both his equipment and conditioning? The response rings through my mind often: “It never gets easier, you just go faster.”

The application of the insight that LeMond provides reaches well beyond the sliver of leather called a cycling seat. It reaches deeply into the journey of life. It exposes truth for children and parents alike. It brings clarity to world class athletes and it underscores the journey of followers of Christ.

Does life get easier? Do the collection of experiences I accumulate lighten the load?

“I have said these things to you, that in me you may have peace. In the world you will have tribulation. But take heart; I have overcome the world.”  ~  John 16:33 (ESV)

No, not easier but faster.

The more we know, the more we learn, the more we grow, the more we stretch – the better the view of the uncharted territory in front of us.

This is not a cruel reward but a powerful stewardship. Our obedience is celebrated by increased responsibility, our faithfulness invites more intense challenges.

Not easier… but faster.

Faithfulness doesn’t inoculate us – it exposes us.

Obedience doesn’t insulate us – it equips us.

As light we attack darkness.

As salt we confront decay.

As children of God we embrace orphans.

We wipe tears even as we shed our own.

Faster, faster, faster.

Never easier, but never alone.

From the manger to the cross.

Integrity invited poisonous whispers.

Innocence produced libelous assertions. Scandal. Lies.

Jesus paved the way… not to easier, but to faster; and it is there that I find less of me and more of Him.

“In this life…”

Like Jesus. Because of Jesus. With Jesus.

The Essential Component of High Performance

*****

When someone asks how they did. I realize I haven’t done well at giving feedback. I’ve been passive not active.

I’ve never heard high-performers say, “I get too much feedback.” They crave more. On the other hand, I’ve never met a leader who gave enough.

High feedback leaders develop high performance cultures, when feedback’s done well.

Effective feedback energizes; nitpicking de-motivates.

Nitpicking is:

1. One way. You give but don’t invite feedback. It’s frustrating. Still worse, it’s belittling.
2. Always negative.
3. Low benefit.
4. Demoralizing. Watch people when they walk away. Do their heads always hang and their shoulders droop?

People who crave feedback include:

1. New hires.
2. Freshly promoted employees.
3. Those facing new challenges.
4. Perfectionists.
5. Self-critical downers.
6. Highly motivated achievers.

  People who resist hearing feedback may be:

1. Insecure and fearful.
2. Drifting.
3. Stubborn.
4. Not committed to the pursuit of excellence.
5. In over their heads.

First step:

The first step to great feedback isn’t
performance it’s expectations.

Explore, explain, establish, and agree upon performance expectations before increasing feedback.

Fuzzy expectations make negative feedback feel like an ambush. “Why are you giving me negative feedback about “xyz” when you never told me you expected “xyz.”  %*#!!

How to begin:

Begin giving more feedback by explaining
your intent and asking permission.

“I want to enhance our performance and build confidence. I’d like to begin sharing feedback more frequently. How do you like receiving input on your performance? How do you feel about giving me feedback on my performance? What are your concerns?”

Positive:

Positive feedback is best served alone.

Don’t use it to buffer “bad” news. See the good – say the good – walk away. An abundance of positive feedback creates environments where corrective feedback goes down more smoothly.

What feedback tips or warnings can you share?

What does great feedback look like?

http://leadershipfreak.wordpress.com/2012/06/13/the-essential-component-of-high-performance/

Leadership’s Most Neglected Virtue

Few things are more devastating than being used and abused by those you support. Disloyalty burns like no other burn. Disloyalty demoralizes.

Strength:

The strength of an organization is expressed by the loyalty of its people. Military organizations thrive because members disadvantage themselves for the advantage of others, for example.

Giving:

Calling for loyalty demands reciprocity. Sacrifice of life calls for loyalty to the fallen. “No man left behind,” is the flip side of, “Give your life for the cause.”

If you want loyalty, give it.

Have you ever heard the bull crap line, “I need you too much to promote you?”

Never be loyal to those who are disloyal.

Expression:

Loyalty is seen when:

1. Gossip is rejected. All gossip is disloyalty.
2. Serving others rises above serving self.
3. Disagreement is encouraged and honored. People who won’t engage in constructive disagreement believe they’ll be thrown under the bus when it’s convenient.
4. People own decisions even if they disagreed.
5. Everyone is held to consistent standards. Those higher in organizations never enjoy benefit at the expense of others.
6. Leaders take blame and share credit.

Sacrifice:

Disadvantaging self for others isn’t sacrifice when values align, it’s an honor. Standing for something enables you to stand-with.

Mistakes:

Loyalty is best seen in the context of mistakes and short-comings. Few things stir the soul more than standing with someone who fell short. Loyalty for loyalties sake is foolish, however.

Stand with those who acknowledge mistakes and make corrections. Reject those who hide mistakes and persist.

Standing “with” demonstrates and invites loyalty.

Few things bring out the best in others more than loyalty. Who are you standing with? Who stands with you?

How and when do you express loyalty?

Have you seen loyalty at work?

http://leadershipfreak.wordpress.com/2012/06/19/leaderships-most-neglected-virtue/