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

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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/

A new blog I just stumbled upon this morning.  This one is thought-provoking.  Our society teaches us to look to others to understand who we are or who we want to be – ‘be like Mike!’  No!  Be like us!  We are unique individuals, created with a purpose.  It doesn’t hurt to read from others, learn from their mistakes, their successes, their reflections and then reflect and meditate on how we can learn and develop ourselves from there.  I am me, you are you – celebrate who you are, but work towards all you can be and are meant to be.

Flavor-filled Leadership

As our business grows, I’m often evaluating myself as a leader of SVI. That process involves looking at examples of other leaders: Should I be more authoritative like Lou Gerstner, IBM’s past CEO? Should I be more like Indra Nooyi, the very compassionate CEO of PepsiCo? Should I be more like authors Mark Sanborn, who is a great analytical thinker and teacher, or Tommy Spaulding, who has such a strong passion for relationships? Or should I be a creative thought leader like Seth Godin?

I also look at leaders I admire in my local area such as David Roth, the president of Work Matters; John Roberts, the CEO of J.B. Hunt; and Donnie Smith, the CEO of Tyson Foods.

But what I’ve come to realize over the years is that I can never be those leaders. I can only be me. So I borrow something (or multiple things) from every one of them and apply it in my leadership at SVI. For me to be most effective, I’ve got to lead in my own skin even if I lead with the “flavor” of others.

Someone who really inspires me here is Richard Branson, founder of the mega brand Virgin and its 300 companies. I’ve read several of his books and I’m now reading his latest one. He’s a brilliant knucklehead who takes things too far … and it works for him. He leads in his own skin. I relate to his sense of adventure and to his eclectic style.

Join me in learning to lead in your own skin this year. To begin, consider these things:

1. Look to the example of others for leadership flavor, not for your leadership foundation.
2. Don’t be apologetic for your unique style if it doesn’t fit the cookie-cutter leadership models – brilliance comes from uniqueness.
3. Maintain the right motives – don’t be irresponsible or self-absorbed with your leadership style. Google “Chainsaw Al” to see an example of someone’s style operating under the wrong motives.

Finally, there is one behavior we can all share in our leadership for 2012. Be optimistic. I believe 2012 is going to be an amazing year and you should be a champion of it.

Onward!

http://www.organizationalchampions.com/blog/?p=1044

Successful Intervention in 5 Steps

Weak leaders smugly think, “I knew that would happen.” Cowardly leaders saying “I told you so.”

Not if but how:

Strong leaders tip toward courageous intervention. They don’t sit on the sidelines like cowards gloating over failures they saw coming. They turn potential failures to successes.

On the other hand, interventionist leaders aren’t meddling parents who step in too soon too often. People resent quick interventionist and respect leaders who give them space. Successful interventionists:

1. Celebrate progress even if it’s minimal. Celebrate more! Your passion to make things better causes you to minimize progress. Minimizing progress demoralizes by undervaluing small successes, past efforts, and sincere dedication. Celebrating progress, on the other hand, honors and encourages.The best form of intervention is celebration.
2. Fix with not for, unless risks or costs are high. Deadlines may require fixing for.
3. Make fewer statements.
4. Ask open ended questions.
5. Provide outside resources and connections. You may not have the time or knowledge to intervene but you know someone who can. (my second favorite)

Think of yourself as coach and teacher rather than authoritative leader. You don’t play the game. You enhance the play of others.

Strategic delay:

Withhold short-term intervention for long-term benefits. In this case, the consequences of delay may be painful but temporary. Cheering from the sidelines while others struggle forward – and you could help – strengthens the team as long as:

1. Time allows.
2. The people involved have potential.
3. Incremental progress continues.
4. Costs and penalties are low.
5. Frustration is manageable.
6. Learning and development continues.
7. Learning applies to current projects, untapped opportunities or future vision.

Intervene when:

1. People max out.
2. Progress stalls.
3. Costs are high.
4. Frustration distracts.
5. Learning stops or becomes irrelevant.

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When and how do you intervene?

Visit Dan Rockwell at http://leadershipfreak.wordpress.com/

In 1776, the colonists in the British American Colonies were unhappy. So unhappy, that they formed a Continental Congress which suggested Declaring Independence from Great Britain. 56 men signed the document, and in doing so publicly announced that they were declaring treason on Great Britain.

That is bold.

Most of them lost their families and many lost their fortunes, largely because of that decision and the decisions that followed.

That is bold.

But none were bolder than John Hancock, who signed his name largely and proudly on that document — a signature that became so famous that his name is now used to denote a signature in the United States.

Bold.

I could site other historical examples, but I cite Hancock because today is the anniversary of his birth.

Today, much is made, correctly I might add, of the leader who strives for consensus, who engages his employees, who, it could be said, leads from the group. There is great value in these leadership talents and behaviors, yet they led to a potential risk as well.

When all decisions are made or confirmed in meetings, when everyone has a say in every situation, you will almost always get safe, conventional, traditional decisions. You won’t get boldness.

Someone has to say, “Enough negotiating, we need to declare independence.”

Someone has to say, “We aren’t going to make a better horse carriage, we are going to make an automobile.”

Someone has to say, “People will want the internet on their phone.”

Someone has to say, “It is time for a new direction, a new vision, it’s time for something bold.”

This is a part of the leader’s role. If you aren’t willing or feel unable to make a bold statement of vision or to decide on a new course of action, you aren’t leading.

Does that mean the best leader is an autocrat, relying solely on their own vision, bombastically making bold decisions every day?

Not at all.

Salt makes your food taste better, but that doesn’t mean you keep putting more of it on (at least if you want to eat the food).

Boldness must be included in your leadership style and approach, and it will be most effective and valued when it is a balanced part of who you are as a leader.

Ways to exercise your boldness are for another day and another article. For today, consider these five questions:

What was my last bold act, decision or statement as a leader?

When was that?

How comfortable was I with that action?

What results came from it?

What do my answers to those questions teach me about my future?

And finally, for today, consider Mr. Hancock, who was not only willing to sign, but sign proudly, largely, and boldly.

What bold thing will you do today?

Visit Kevin Eikenberry at http://blog.kevineikenberry.com/

Another great one from Dan Rockwell:  Leadership Freak ….

10 Strategies to Fix the Reason You’re Stuck

*****

Waiting is the reason life hasn’t changed.

Waiting seldom takes you where you want to go. You aren’t where you hoped because you haven’t taken steps to get there; you’ve waited.

The path to disappointment and dissatisfaction is paved with waiting.

Why we wait:

1. Expecting giant leaps.
2. Rejecting incremental progress.
3. Forgetting that certainty is a myth. Needing it stagnates.
4. Letting obstacles obscure goals.
5. Hoping others would help but they didn’t.
6. Feeling alone.
7. Feeling incompetent.
8. Belief that things will eventually improve.
9. Fear of losing what you currently have.
10. The present isn’t painful enough, yet.

Start stepping toward something new when:

1. The present is acceptable but not satisfying.
2. Challenges have slipped into easy rhythms.
3. Boredom sets in.
4. New opportunities emerge.

How to stop waiting:

1. Project yourself into an unchanged future. If nothing changes will you be fulfilled ten years from now?
2. Realize nothing will change until you change it. Don’t wait for others to create the “right” conditions.
3. Spend a day writing down every dissatisfying element of your life.
4. Cross off everything on your dissatisfaction list that others control.
5. Prioritize the items you control starting with the most dissatisfying.
6. Focus on items in the middle of your list. Don’t start with the biggest, baddest items.
7. Take small steps toward something new.
8. Stop letting uncertainty about the “best” future prevent from pursuing a “better” future. Better comes before best so go for better.
9. Take steps that open more doors than they close, at least in the beginning. There may come a point when closing doors is the more important than opening new ones.
10. Pat yourself on the back.

Four Words:

Stop Waiting – Take Steps.

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How can people know when they should begin changing things?

What can people do to step toward a preferred future?

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Visit Dan Rockwell at http://leadershipfreak.wordpress.com/