Right Environment

Zidane, our very capable Bedouin guide, was leading our scramble up a mountain in the Wadi Rum desert in southern Jordan. This is the staggeringly beautiful and vast landscape that Lawrence of Arabia wrote so passionately about.

After climbing a testy rock wall we rested and talked about Zidane's work with the tour company. "I could start my own business," he explained, "but I like the people I work with here. And this way I don't have to be in an office answering phones and problems. I like to be in the desert with the tourists."

And what about his boss, the owner of the company? "Attayak is a good and kind boss. He treats his people with respect. He trusts them. And if mistakes are made, by guides or tourists, he is straight with them."

Whether in the Wadi Rum or Washington, Bedouins or British Columbians, the elements of employee motivation are the same. A boss who is respectful, direct, trusting and kind. Doing the kind of work one likes to do. And being with the kind of people one likes to be with.

That's why Zidane is not just capable but motivated. That's what makes him a great guide. And that's why I'd recommend him.

Your thoughts?

Michael

It was a typical form of a typical size that you typically complete when entering another country. Except for one thing. The red letters near the top of the form that demanded attention:

"WARNING. DEATH FOR DRUG TRAFFICKER."

Fortunately, drug trafficking is neither my profession nor my hobby. Yet the Saudis want no doubt in the mind of any traveler entering their country. Drug trafficking carries severe consequences.

A disincentive. Clear. Unambiguous. Powerful. Do you have any doubt at all that the prevalence of drug trafficking in Saudi Arabia is lower than in, say, North America or Europe?

When there are no consequences for undesirable actions people tend to do what they tend to do. Sometimes it's important to draw a line in the sand and say, "this will not be tolerated." Like the manufacturing company that insists that everyone, with no exception, wears safety goggles every time they step on the plant floor. And failing to do so is a terminable offence.

What about your organization? While being late for a meeting or missing a project deadline might not warrant a beheading, is there a consequence? Perhaps a verbal reprimand? Or conveying disappointment?

Do you have sufficient disincentives to ensure that the behaviors that absolutely shouldn't happen, don't happen?

Your thoughts?

Michael 

You’re familiar with “best practices,” the exercise where you identify your most effective and efficient practices and then extend them throughout your organization.

So why not take the next step and clear your plate of the practices that are ineffective and inefficient? Why not start a “worst practices” initiative? Identify your worst practices and then banish them from your organization.

How? Take a look at your meetings, processes, reports and tasks. Ask your people to identify which of these add little-or-no value or are inefficient in that they are a significant waste of resources and/or energy. Could some be eliminated or streamlined? Scaled back or done less frequently? Redesigned or replaced?

Time is a precious resource in every organization in every industry and sector. Clearing your plate of worst practices can create space to take on best practices.

Your thoughts?

Michael

Who is responsible for your employees’ performance? Answer: you and your employees.

Your responsibility is to provide five things:

1. DIRECTION – purpose, goals, expectations
2. CAPABILITIES – resources, authority, skills
3. ORGANIZATIONAL SUPPORT – processes, policies, infrastructure
4. COACHING – feedback, guidance, reinforcement, accountability
5. EMOTIONAL SUPPORT – respect, understanding, caring

Your employees’ responsibility is to perform.

Who is accountable for your employees’ performance? Your employees are accountable to you. You are accountable to your conscience.

If an employee repeatedly isn’t getting the job done then look in the mirror and ask yourself, “Have I done my part in giving the person a fair chance to succeed?” If your answer is “no”, then fulfill your responsibility. But if with a clear conscience your can answer “yes”, then it’s time to execute rule #1 of change management: If you can’t change the people, change the people.

Be responsible and hold yourself accountable.

Your thoughts?

Michael

ifyoudonttakethetimetopausepunctuateyourpeopleseffortswithrecognitionandc
elebratetheirsuccessesthentheywillfeeltheyareonaneverendingtreadmillandt
hatnothingisgoodenoughtheywilleventuallylosemotivationandresultswillsuffer

You gave up trying to read that, didn’t you? So let’s try it this way:

If you don’t take the time to pause, punctuate your people’s efforts with recognition, and celebrate their successes, then they will feel they are on a never-ending treadmill and that nothing is good enough. They will eventually lose motivation and results will suffer.

Got it?

So, how much should you recognize and celebrate? The right answer: More than you think you should.

Your thoughts?

Michael

Scenario #1: The new owner of the business walks into your office and says, “Based on my review of your performance we’re going to increase your annual salary by $25,000.”

Scenario #2: The new owner walks into your office and says, “Based on my review of your performance we’re going to decrease your annual salary by $25,000.”

Which scenario causes a deeper emotional reaction?

Exactly. As applied psychological research has shown, the pain of a negative is more intense than the pleasure of an equivalent positive. Not only is it more intense, one negative experience can override multiple positive experiences. Making a disrespectful comment, for example, can outweigh all the positive recognition you’ve given to an employee.

Law #3: First, eliminate the negatives

If you want to create an environment that helps your people perform at their best, focus on eliminating the negatives before you introduce the positives. Otherwise those positives may have little effect.

Your thoughts?

Michael

Last week I wrote that you as a leader don’t cause motivation. You hire people who are motivated, then you create the right environment to help channel and unleash that motivation.

So what’s the right environment? You’re not going to like the answer.

Law #2: Motivation is not one-size-fits-all

It depends. Sure, there are some universals: people want to feel respected, they thrive when they have a sense of purpose, and they feel good when they accomplish things. Beyond that almost anything goes. Some want you to point them in the right direction and then get out of the way. Some need your approval after taking each step. Some like to try different approaches, some like to conform. Some like to interact with others, some want to be left alone. Some want to lead, some want to be led. Some want to be recognized on the big stage, some want to be recognized in private.

The bottom line: know your people. Different people respond to different environments for different reasons. That’s human nature and that’s OK.

Your thoughts?

Michael

You’re excited about the opportunities on the horizon. Time to focus and mobilize your people, then let them loose!

So best not to screw things up. Which is why for the rest of the month I’ll cover the three laws of motivation.

Law #1: You don’t cause motivation

Your people aren’t machines who wait passively for someone to push the right buttons and – voilà! – now they’re motivated. They have their own motives, their own wants and needs. Motivation isn’t something done to employees. It’s something you help unleash and channel.

Motivation is what results when you have the right people in the right environment. If you don’t have the right people you can be the best manager in the world and they won’t be motivated. And if you don’t create the right environment then even the best people will feel frustrated.

Don’t focus on motivating people. Focus on creating the right environment so the right people will be motivated. Convey a sense of purpose that is meaningful to them. Make sure they’re equipped to succeed. Provide coaching and support. Ensure they feel valued.

Poor managers are quick to attribute failure to having the wrong people. Strong managers take a long, hard look in the mirror and ask, “What can I do to create a better environment?”

Your thoughts?

Michael

Why are people resistant to change? Short answer: because it makes sense.

Change means uncertainty. Will I like it? Will I not like it? Will I be good at it? Will I not be good at it? Will I be more secure? Will I be less secure? Will I have more status? Will I have less status? People want to know how the change will affect them. Uncertainty means there is a range of outcomes, some positive and some negative. They are understandably apprehensive, even fearful, about the negative outcomes.

So what can you as a leader do to soften the reaction to change? Communicate. A lot. Explain the what, why and how of change. Paint a picture of what similar change has meant for other organizations and individuals.

Reducing uncertainty reduces fear. You won't eliminate it. But you can mitigate its effects.

Your thoughts?

Michael 

Want your people to feel better about themselves and their work? Then take them through some gratitude exercises.

I see you cringing. Now before you become cynical – no, your workplace will not devolve into a cult of incessant hugging and crying – consider this: recent research in the field of positive psychology shows that when people express gratitude they feel happier, interact more positively and stay healthier than those who don’t.

So suspend your preconceptions, summon up your courage, and try at least one of the following:

1)    Start your next meeting by having each person write a list of all the things about work for which they are grateful.

2)    At the end of a meeting, take 10 minutes to have people “mingle and move on”, expressing one thing they appreciate about each person they connect with.

3)    Ask each of your people to meet with / write to another employee for no other reason than to express thanks for something they hadn’t been thanked for.

4)    Invite a supplier into your office. Have each employee who interacts with that supplier (or their products) express a specific gratitude.

5)    Invite a customer into your office. Have each employee who interacts with that customer express a specific gratitude.

There, doesn’t seem so bad after all, does it?

You’re welcome.

Your thoughts?

Michael