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Editor: Dr. Wolf J. Rinke
Publisher: Wolf Rinke Associates, Inc.
(c) 2002 Wolf J. Rinke
Vol. 5 No. 4, August/September 2002
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IN THIS ISSUE
1. NEWS YOU CAN USE
2. REWARDS AND RECOGNITIONS THAT LEAD TO PEAK PERFORMANCE-PART II
3. QUESTIONS FROM READERS
4. HUMOR BREAK
5. ABOUT THE EDITOR
6. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
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REALITY CHECK
To be humble to superiors is a duty.
To equals, it is courtesy.
To subordinates, it is nobility.
--Benjamin Franklin
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1. NEWS YOU CAN USE
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SURVEYING CUSTOMERS INCREASES SALES
A study of over 2,000 customers shows that asking customers their opinion
increases their profitability over the long term.
ACTION STEPS:
1. Survey your customers at least once a year.
2. Act on the findings as soon as possible.
3. Follow up with highly dissatisfied customers.
4. Make the data public to all team members.
5. Do not sell under the guise of doing market research. It's illegal!
Source: Harvard Bus. Rev. Vol. 80 (5), May 2002, pp. 18-19.
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HEAR DR. RINKE SPEAK AT IMS SEMINARS IN EUROPE
12 Sep 02, London, Increasing Your Personal Effectiveness, Gary Long,
020-8541-0093, e-mail London@ims-online.com
13 Sep 02, Manchester, Winning Mgt: Building a Peak Performance Workplace,
Dr. Gareth Morris, 0151-334-7805, e-mail imsmanuk@aol.com
16 Sep 02, Brussels, Winning Mgt: Building a Peak Performance Workplace,
Mark Walsh, 1531-8393, e-mail Brussels@ims-online.com
Want to attend? Contact the IMS Chairmen listed above.
Better yet schedule me to work with your team after the dates shown
above. My CUSTOMIZED programs, mgt consulting and/or one-on-one coaching
will enable you to build a winning team, improve productivity and profitability
(For details see www.WolfRinke.com) Plus you will SAVE a bundle in travel
cost!
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2. REWARDS AND RECOGNITIONS THAT LEAD TO PEAK PERFORMANCE-PART II
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In Part I you discovered the first four rules for achieving peak performance:
Rule #1: Tie rewards to performance; #2: Tie rewards to needs; #3: Do
it in public and #4: Be fair. (See Vol. 5 No. 3, Jun/Jul 2002, www.WolfRinke.com)
Here are the other six:
Rule #5: Do it in a timely manner.
Receiving a reward or recognition six month after an employee has gone
the extra mile loses its impact. So do it now. And don't worry if not
all employees are present. A client comes to mind who would upon catching
employees doing something right randomly take out a crisp new twenty
dollar bill and give it to the employee in front of her peers. (Yes,
money-if used this way-does result in increased performance. Plus it
has the added advantage of addressing Rule#2 since it can be converted
into many neat things that employees want.)
Rule #6: Do it randomly
You are violating this rule if employees get upset every time you are
not rewarding them. Recognizing team members randomly causes the desired
behaviors to be more likely repeated and reduces the WIIFM-what's in
it for me-entitlement effect.
Rule #7: Tell stories
Get extra mileage out of your rewards and recognitions by becoming a
storyteller. Telling stories about how Jolly Joe went out of his way
to cheer up a depressed patient who was on the verge of taking his life,
or how Super Sue went the extra mile to insure that the customer got
the order in time to meet a critical deadline helps employees internalize
what's important around here, and begins to shape behavior and performance
more effectively than even the best policy you have ever written.
Rule #8: Be specific.
When recognizing team members in public, be very clear about what is
being rewarded or recognized. That allows other team members to emulate
the behavior and increases the probability that similar actions will
be repeated.
Rule #9: Recognize three-quarters of employees
Two common dilemmas managers face is that those who do not receive a
reward get jealous, or the same people get recognized all the time and
the others give up. That means you are being too stingy. Your goal should
be to reward or recognize at least three-quarters of all your employees
over the course of the year. That way team members are more likely to
continue to strive for peak performance.
Rule #10: Offer lots of variety.
Since it is difficult to adhere to Rule#2, and since once a reward is
received it becomes an expectation, introduce lots of variety all of
the time. (Bob Nelson's book: 1001 Ways to Reward Employees is a great
resource.) For example many managers love to recognize extraordinary
performance with our 111% lapel pin. However once an employee has received
a 111% pin the second one has a much lower perceived value. That's why
one of my clients reverted to the old "Green Stamp" approach
that allows employees to exchange a specific number of pins for increasingly
more valuable prizes.
Rule #11: Get employees involved
This rule saves you lots of time and increases your management effectiveness
dramatically. Get in the habit of always pushing decision down to the
lowest level especially when you make decisions that directly impact
on employees' welfare. Otherwise you are likely to achieve the BOHICA
effect: "Bend Over Here It Comes Again." Ask five volunteers
to serve on the rewards and recognition team. (Please, no more than
one manager on the team.) Give that team a budget and provide them with
the fewest number of rules to make you feel comfortable. Then take your
hands off. You will be surprised at the level of creativity and effectiveness.
(Suggestion: use this same approach for most of the decisions you currently
make-it works!)
Follow these eleven rules and you and your employees will have more
fun and get more done.
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For FREE articles, inspirational messages and money saving offers on
books, audio and videotapes that will help you and your organization
succeed FASTER visit: http://www.WolfRinke.com
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3. QUESTIONS FROM READERS
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I am having a problem deciding what to do with the evening shift that
is not working as a team. They fight amongst themselves and refuse to
work with each other. Should I talk to them all at once, call them in
individually, or split them up? I know the last resort is discipline.
What should I do first?
Holly (via the internet)
The first question is, Holly,
What are you "recognizing and rewarding"...individual performance
or team performance? Remember...whatever you reward is what you will
get more of.
Here is what to do:
Call every one together and ask them what it will take to get them to
work together as a team.
Get their responses on 3x5 cards without names.
Use each card to drive the discussion.
Then have them make up to five very specific commitments regarding what
they will do different in the future.
Have each one sign the commitment sheet and then hold them to it.
Wolf
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4. HUMOR BREAK
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How to fire someone diplomatically:
Mr. Brown, I really don't know how we're going to get along without
you, but starting Monday, we're going to try.
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5. ABOUT THE EDITOR
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Dr. Wolf J. Rinke, CSP is an internationally recognized management and
motivational keynote speaker and seminar leader who delivers customized
presentations that combine story telling, humor and motivation with
specific "how to" action strategies that participants can
apply immediately to improve their management and personal effectiveness.
He is also a highly effective management consultant, executive coach
and author of 12 books including: Winning Management: 6 Fail-Safe Strategies
for Building High-Performance Organizations available at www.WolfRinke.com
To take advantage of Dr. Rinke's services call 800-828-9653 or mailto:WolfRinke@aol.com
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6. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
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