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Editor: Dr. Wolf J. Rinke Feel free to forward this eNewsletter to others. IN THIS ISSUE =================================================== =================================================== ================================================== "Tells you what you need to know to win in the game of leadership
in these turbulent times." POWERFUL CD: How to Motivate Employees to Achieve Peak Performance. Publisher Price: $19.95. This LIVE audio by yours truly (~60 mins) will teach you how to build a positive organizational culture that will achieve quantum leaps in performance, productivity and profitability. Both book and CD--$24.90 + s/h. SAVE $10.00! ------------------------- Offer expires 6/1/2007 ------------------------------- Call 800-828-9653. Mention this ad when ordering by phone! =================================================== KITA Par Excellence This incident has stuck with me for years. I was to give a motivational presentation at an end-of-year celebration event for a Fortune 500 company. They truly had an awesome year. The entire division was invited to a full day of celebration at a local four-star hotel. After they had their morning coffee they were ushered into a large ballroom that had been converted into a make-believe football stadium. The band was playing, cheerleaders were cheering, popcorn was popping and all the executives were dressed in sports uniforms. The energy was incredibly high. People were jumping and clapping as they recognized the teams and individuals who had accomplished extraordinary results during the past year. Corporate leaders exhorted the troops and everyone was super-charged. Then they were served a first class lunch followed by two internationally recognized motivational speakers who electrified what was already a highly energized crowd. (Oh, alright one of them was me.) Everyone was feeling great about themselves, great about their company and great about the future. Then they bid farewell to the retiring division president with a traditional ceremony as a vice president from the home office lauded him for his many great accomplishments. During the closing comments the vice-president announced that he was taking over the division. His next words were: "We will be reorganizing, so we can become lean and mean and stay competitive. I expect that we will reduce manpower in this division by about 40% during the next several months. That means we'll have a lot to do and I need to be able to count on each and every one of you to give me 100%. Does any one have any questions?" As may be expected there were no questions. Instead the room was quiet--so quiet that you could hear a pin drop. The employees were so stunned that everyone was speechless. At that point the party was over . . . literally! I couldn't believe that someone in that high of a position could be so incredibly insensitive and simply not have a clue as to how and when to appropriately deliver such a devastating message. Clearly if there was an award for "stupid mistakes managers make" this VP deserved an Oscar! To summarize the difference between KITA and KID just think of what it takes to move a 5-ton elephant. You can get behind the elephant and use your raw power--in management that's called position power, which you get any time someone, gives you the title of manager or supervisor--to push the elephant. Are you visualizing this? Great. Because I want to ask you: Is this a good place to be? I don't think so. (If you don't get it, you are not visualizing this!) Or you can reach in your pocket, take out a handful of peanuts and get in front of the elephant. That's called desire. Which will more likely move the elephant? (This is a no-brainer isn't it?) The Smart Steps that follow will enable you to create desire in your team members so that they WANT to come to work--not have to--which will make a world of difference. SMART STEPS 1. Catch your team members doing things almost right! (I know you've heard this before--so why are you not doing it?) Get away from the mindset that your job is to fix people. Your job is to build your team members positive self-esteem. And nothing does that faster than having them experience the sweet taste of success. (It's like the chicken and the egg--which came first, high levels of self-esteem or peak performance?) 2. Measure job satisfaction at least once a year. And put a plan into effect that increases it by 10% every year until about 95% of your team members are "highly satisfied". This is important. So if your company does not do this--get busy and do it for the part of the organization for which you are responsible. 3. Provide team members with career growth opportunities either in your organization or another. I want you to send your best team members to another department of your company before they get bored and leave. And if there are no growth opportunities anywhere within your organization, take the radical step and refer them to another company all together. (No, that is not a typo.) Would you rather get stuck with team members who can't get a job anywhere else, or those whose morale is shot because there is no career advancement?) Besides that's how you get other companies to refer more of their best people to you. (That's called the Law of Reciprocity? "If you want to get more of something, you've got to give it first.") 4. Ask for volunteers to serve on a "Fun Team" that is responsible to insure that what you and your team members do is fun. Because "if it's fun, it gets done." 5. Spend at least 33% of your time with your team members. Another
third should be spent with your customers. That leaves you 33% of your
time to create trouble--like writing rules and SOPs. 7. If that is still too much to remember let me boil it down to the
Platinum Rule: "Always treat team members the way they would like
to be treated." When uncertain, impose two tests: =================================================== Winning Management: Building a Peak Performance Workplace Don't Oil the Squeaky Wheel: Innovative Strategies to Improve Leadership
Effectiveness. NOTE: I have other "in-house" presentations scheduled in the U.S.A., Canada and Europe. Please let me know if you are interested to preview me or bring me into your organization at reduced expenses when I'm scheduled to be in your area. That way we can let you know when I'm coming your way! =================================================== Hastily he scribbled the following message and left it on one of the car-pooler's desk: "I have a last-minute meeting. Leave without me. John." At 7:00 p.m., John stopped at his desk and found this note: "Meet us at the bar and grill across the street. YOU drove." =================================================== =================================================== If this was forwarded to you and you would like to receive your own
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