Category Archives: Motivating Employees
I talk / preach about ‘behaviour-based core values’. I’m not generally a fan of leadership guru-speak but two terms I think that deserve keeping are that and ’employer brand’. I once got headhunted for a job and subsequently discovered the organisation would never use their name, logo or any identifiers in their job ads as “it would put people off”.
That’s probably a sign of a problematic employer brand and disconnection from desirable core values. So, yeah, I think they’re valid and timeless concepts. Even if an employer doesn’t know the meaning of the terms and has never done anything about them, they’ve got them…
I got booked to present to a conference of hirers. Blue collar, grass roots business people. I gave the booker three options for topics. He ran the options past a selection of his people and the chosen topic was unanimous – building a positive and productive team culture. It seems they had a shared problem and that problem was people. Except, of course, the problem wasn’t people. It was their lack of a plan. And THAT was my key message to them.
Part of what attracts and retains talent is behaviour-based core values and employer branding. Both are components of the team culture whether it’s positive and productive or not. With a plan, you have a chance of getting to where you want or at least moving in the right direction. I do not particularly care if they remember or use the terms behaviour-based core values and employer branding, as long as they draft a plan to deliberately develop their behaviour-based core values and employer branding.
You can keep your leveraging, go-forward and so forth, but I’m sticking with the these two concepts. They’re magnetic and like magnets, they can both attract and repel.
I picked a survey online at random that supposes to know what the employee benefits are that are most appreciated by, you know, employees. According to that survey, the top five were health care, paid time off, performance bonuses, paid sick days, and retirement savings contributions. If that’s accurate, that’s good to know, but of course being a survey, it’s aggregated and averaged and, at best, indicative. We talk a lot about ‘employee fit’ these days in building teams and driving employee engagement. Fit applies in a lot of situations and benefit offerings should be one of those. Just because you think something is an incentive for you doesn’t mean everyone, or possibly anyone, else does.
I, for example, would include in my top five, support for and contributions to, my personal and professional development. That might include directly paying for or subsidising training, as well as time off or time flexibility to attend lectures. That has always been and will always be major for me. If that previous survey is to be believed, I’m in the minority. I was coaching a senior manager recently. Afterwards, they negotiated a benefit with their employer that effectively set them on a low-risk path to being able to work on their own quite separate business whilst remaining employed – win:win. That is not a common benefit yet made a major positive difference for both parties.
I subscribe to Daniel Pink’s mailing list. He has a micro-podcast called ‘The PinkCast’. (At some point, I am going to work out how my boring name can be twisted into some kind of pun-based witty publication name. How about ‘Conspiracy Terry’? Yeah nah). In a recent episode of ‘The PinkCast’, Dan tackled one of the critical issues of the day – how best to choose what gift to give to people for Christmas. It seems most people imagine the best gift to give would be a uniquely tailored surprise that captures the essence of the person to whom you are giving it. It showed that most people thought that asking people what they wanted or, horror of horrors, giving them cash or vouchers would be perceived as lazy, insensitive and insulting. Perhaps surprisingly, when questioned further about the reality of having received novel, high-effort gifts, very few ever hit the mark. And, shock of shocks, in retrospect, most people most of the time would’ve preferred to have been given the gift of choice and flexibility via being asked what they wanted or the cash or vouchers.
Personally, I like to hedge my bets and try to use both techniques. The big swing for the ‘wow’ gift doesn’t pay off often but when it does, it knocks it out of the park. After watching the video, I reflected on my own gift receiving experiences. I could recall three over my moderately lengthy life that even the memory of still chokes me up a bit.
Let’s slide this gifting thinking back to our topic of employee benefits. They’re not gifts. They’re not entitlements. They’re part of a remuneration package with some elements possibly at risk. Not everyone is so high up the food chain, nor confident enough or special enough to negotiate an array of shiny benefits into their contract at the point of employment. Let’s go back to first principles – what is the point? What are we trying to achieve or support via the mechanism of whatever form of employee benefit? It’s that whole attraction, retention, engagement, loyalty, morale thing, right?
That top five from that original were health care, paid time off, performance bonuses, paid sick days, and retirement savings contributions. On average, you’ll hit most people’s hot buttons most of the time with those. But how can we fashion into our processes some means of capturing outlying benefit possibilities? How might my own desire for personal development support as an employee benefit for me have been captured? As a young person starting out, even if a genuinely altruistic employer had asked me, I might not even have known myself at that stage.
How about a menu like at a restaurant? (And, by ‘restaurant’, I mean one with a drive-through). A simple-to-read-at-a-glance listing of the employee benefit options that most people choose in descending order of popularity. You could choose to combo some perhaps. You might cash in others. There might still be the option to make them your way off-menu.
Employees don’t know what they don’t know and neither do employers, so diminishing those blind spots around what particular individual employees value in a benefit would be valuable. Asking people is fine but not exhaustive. Asking individuals is better but not exhaustive. Having some flexibility at various points to review and introduce new offerings seems smart.
If you hire someone and tell them their pay is $20 an hour but in three months it’ll be $22.50, when you ask them when they want to start, don’t be surprised when they reply, “In three months”.
Video series: www.brainbasedboss.com
More ideas at http://gettingbetterbuyin.com/
You’ve only got so much self control; Don’t waste it!
This article in ‘Psychology Today’ by Susan Krauss reports on Roy Baumeister’s work about how our self control can be sapped through overuse.
Personally, I’ve always had a mental model of willpower / self discipline / self control as a muscle that you could exercise and get to grow stronger. It turns out to actually be a tank that gets emptied but can be refilled and we can rely on random chance to do it for us, or be proactive and consciously and deliberately take actions that refill our willpower tank.
Oddly, the only thing proven to do so is consumption of small amounts of actual sugar. As much as we’d like to think of ourselves as rational creatures who, through strength of character, can be better people, maybe our natural level of self control is set through natural random chemical chance? It’s like those old Donald Duck cartoons where he’s in a dilemma and on one shoulder a little duck angel appears and on his other shoulder appears a little duck devil who argue it out into each of his ears. This ‘strength’ or ‘ego depletion’ theory implies that the angel gets weary and the devil gets his way until the angel rests up. And the best advice is to slip the angel a barley sugar or a powerade like it’s on a triathalon.
Krauss argues, and I agree, that if the model is that of a muscle that gets tired, then maybe the same progressive development can be applied to our willpower muscle that bodybuilders apply to their actual muscles. Keep working it out and it’ll get stronger over time but you need to keep increasing the weight / temptation to build it up. No pain; no gain.
No weight trainer or body builder says, “I’m going to curl this 20kg with my bicep forever,” yet you’re supposed to say, “I’m never going to have chocolate cake ever again.” That seems unrealistic, demoralising and potentially counterproductive. Weight trainers say, “I’m going to curl this 20kg weight 8-12 times or until I can’t, then rest, then do that set two more times. After time, that’ll get easier and I’ll increase the weight.” I don’t know what the cake equivalent is but it isn’t, “None ever again.” Work up to it.
Employers probably aren’t directly interested in employees’ cake avoidance or body building abilities but willpower / self control is likely a contributor to perseverance and grit which, as I write about frequently, are the most common precursors to success at work (or anywhere else for that matter.) So, if you’re leading someone at work who gives up, can’t focus for long enough or is constantly engaging in temptations that are distracting them from activities that should be adding value to their work and their lives, what can you do?
Well, if we’re stick to our weight training metaphor, you become their personal trainer. Not one of those old school cliche ‘Drill Sergeant’ types who shout, “You’re worthless and weak!! Give me twenty!!” Set challenging but realistic micro-goals that progressively build towards the desired target. Each success builds on itself, they’re more likely to buy-in to it and participate and, ultimately, you and they are more likely to achieve the end goal. But even the fluffiest of personal trainers aren’t pushovers. They don’t accept excuses and they demand honesty and effort.
And the irony is, given that sugar refuels our willpower tank, even if you do eat the cake, you may regret it but you’re less likely to eat more cake. So, in a tenuous way, you can have your cake and eat it too. Try a handful of dried cranberries. They’re the supposed ‘Superfruit.’ You never hear of ‘Supercake.’ (If you have heard of ‘Supercake’, please do let me know…)
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More ideas at http://gettingbetterbuyin.com/
I ran a couple of workshops this week on effective delegation with a law firm. I’ve also run these many times with many non-law firms. There’s a point after we agree on a definition of what delegation is, then discuss the potential benefits and differing objectives delegating might purposefully achieve if conducted effectively in a structured and tailored way. Right after that we tackle the reasons, justifiable or otherwise, why some people might choose not to delegate, or to do so ineffectively (whether or not those people were even consciously aware of why they were doing so).
Earlier, I’d sought from participants real-life stories from their own experience or observations of instances they considered to be effective and ineffective delegation. This week, as always, the vast majority of ineffective and unfortunate examples involved actions that could be encapsulated as ‘micro managing’.
We’ve all been there.
My own story was being lectured and berated on my sweeping technique in a building supply warehouse in which I worked in the mid 80s. I’m certainly over it but even in the retelling, I still get a hackle-raising sense of frustration in my blood. Others shared similar tales from their own back-stories.
One of the major reasons the groups self-identified behind people choosing to either not delegate or to pretty quickly start sticking their oar in again was to do with time and perspective.
If all you’re focused on is today and the ticking clock of a deadline, it may well be true that you can do it better and quicker yourself rather than delegating it. But if you’re focused on the big picture and the long game, you’re more open to realising and accepting that the point of delegating isn’t just about getting this piece of work done as soon as possible. It’s about getting many more pieces of work done again and again constantly. It’s a false economy to try and fool yourself that hanging onto tasks that could be done by others is effective leadership, simply because this one time you beat the buzzer. There are many more pieces of work than you are physically and mentally incapable of doing. It’s a simple capacity issue – if you’re focused beyond today. Delegating isn’t about flicking a task or two to the lowest-cost grunt able to competently do it, it’s about building capacity in your team in a planned, measured and deliberate way. Quite apart from getting stuff done, it exposes different people to your clients, builds trust, identified problems and mistakes early enough to rectify them, creates skills for succession planning and developing cover. If only one person can do a particular task and they get hit by a bus, or leave, or set up in competition, that’s a poorly managed risk.
Some people naturally have a time focus on the immediate short-term; others naturally look down the line a bit. The group had some ideas about how to not rely on nature, logical argument and luck to nudge the mindsets of those those now-fixated folk into the future a bit. One was around stories – not dissimilar to Scrooge and the ghosts of Christmas past and present. If micro-managing leaders can be exposed to leaders who used to be like them but saw the light, or that light they saw was the fire that burned them, them some lessons can be passed along forming organisational learning and memory. And everyone benefits, maybe not today but soon enough. And the sooner they start, the sooner it’ll happen.
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More ideas at http://gettingbetterbuyin.com/
As a professional speaker, I hang out online in speaker groups. Folks will post provocative questions and see if sensible comments or a fiery pitchforked mob appears. Usually both.
Someone asked if speakers should use jokes or humour. It’s always a fun exchange for a short while to get into whenever people demonstrate widely and wildly divergent views, usually on the very definition of the words being compared. Words are super powerful and when used as labels and catch-alls for a whole bucketful of history and emotions (like feminism or liberal or socialism), any exchanges are often doomed from the start. I’m currently designing a tee-shirt that says, “I’m the guy that changed someone else’s opinion via social media”.
As a speaker who is also a comedian, i did post a comment in reply that I re-post here today. I”m not overly prone to generating genuine original wisdom or fluffy overdone and glib inspirational quotes, but I was kind of proud of this one.
Feel free to share. The nub of it is expressed in the image with this post. here’s the full post:
A good joke is one where you don’t see the punchline coming. A great joke is one where you don’t even realise it’s a joke until it’s too late. For speakers, humour / anecdotes / funny stories aren’t just there to entertain or add variety (tho they do & should), they’re there primarily to make a point. A great joke, well-told, does that on steroids.
That said – old jokes, hack jokes, dodgy jokes, off-topic jokes that get regurgitated more than delivered can do more harm than good. And, like starfish stories, can be predictable & taint subsequent content.
I reckon I could probably drive a formula 1 race car but they shouldn’t let me. For some people, it’s the same for jokes.
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More engagement, influence and leadership ideas at http://gettingbetterbuyin.com/
I recently spent a month in the United States. I did do a little bit of work over there but there’s a part of me dying to strongly imply that I was exposed to a mass of leading edge innovative thinking around leadership and employment. Truth be told, I was exposed to a lot of Disney characters, movie studio tour guides and Vegas street touts. Not that I didn’t learn a lot that I’ll touch on shortly.
Before today’s instant, albeit temporary, ubiquity provided by the internet, you had to go overseas to wherever the motherland of your industry was to pick up the new trends and terms and it always seemed like New Zealand was years behind. But we did lead the world in cultural cringing. Fashionistas had to go to Paris or Milan. (Although if they were from New Zealand, they were probably fashioniwis?) I presume currency traders had to go to Wall Street or a conference in the Cayman Islands. I’m not sure where employment gurus went. I do remember that it seemed critical that they go and come back. Maybe it was more about the journey and not the destination?
I will admit there have been many occasions where I’ve had sudden and sharp pangs of FOMO (fear of missing out) where I hear a term that everyone seems to be using and I didn’t immediately know what it meant. For example, some of you might have felt that about FOMO, which would have been an ironic example of FOMO in action. Many times I’ve heard “Remuneration and reward” pronounced as “renumeration and award.” This could be me mishearing, or the speaker mispronouncing. Either of those alternatives are logical and probably equally likely. Nevertheless, my default is usually a fleeting belief that there is a new HR term buzzing around and I’m late to the party. I’ll quickly rationalise and assign meaning. Renumeration sounds real enough. Sounds like you numerate something then do it again, possibly multiple times.
To numerate literally means to represent numbers with symbols. So, a corporate policy of renumeration might mean that you give out payslips and instead of having old fashioned numbers indicating quite specifically what people have been paid and what deductions have been deducted, you replace the numbers with graphics. So instead of “$800”, there is a picture of a non premium brand HD TV. People often resent the deductions from their pay, even though they may benefit in the long run from ACC, student loans, tax spent by the Government or their own retirement savings. You could boost morale and engagement by having people choose their own graphics for their own deductions. Liberals could have their taxes represented by a teacher or nurse. The other end of the political spectrum could choose whatever they think taxes might best be represented by – something like the ‘more gruel’ scene from Oliver Twist. That’d be kind of detailed. I’d suggest using a bigger font.
And if people didn’t like or understand their pay by the graphics, you could do it again with new symbols, thus putting the ‘re’ into ‘renumeration.’
Awards are way more obvious, obviously. There are the Grammy Awards and the Academy Awards, so these would be like those but in an employment context. People would be super motivated by those, just like singers and actors primarily do what they do seeking the eventual, subjective and uncertain approval of a small, detached group of judges out of touch and unrepresentative of themselves.
Some of you might be thinking to yourselves that you’re all good, as you already have an employee of the month or similar award. Stop thinking small. Ramp it up. Two words – red carpet. And glitter. OK – three words.
Of course, at some point I realise that I’ve misheard what’s been said and I’m not missing out on some new, flash in the pan technique from overseas and I don’t have to catch up to Trendy McTrenderson. I shudder to think of the pitfalls of employee reward systems based on the Academy Awards. Employees of the month are enough of a mixed bag as it is. If you’ve ever coached your kid’s sports team and had to endure the politics and repercussions of player of the day, you’ll know what I mean.
I’m not a big drinker or gambler but I did enjoy my first time in Vegas. I missed being at the scene of a police shooting by five minutes as I stopped enroute to the Bellagio fountain show to get some gummy worms. (“When in Rome,” as they say. Or, at least, when next door to Caesar’s Palace.) There were lots of self employed on the streets seeking reward and remuneration in their own way. There were multiple performers dressed as Elvis. This is what I learned – the plural of Elvis is Elvi!
I guess the saying “one person’s meat is another’s poison” dates back to Shakespearian times where both meat and poison were daily occurences in workplaces? (Possibly simultaneously? Spoiler alert.) I had to make it “person” instead of “man” so it dates back a couple of decades anyway. What I’m trying to say is that what appeals to some doesn’t sppeal to all. Chocolate fish aren’t for everyone but to me they’re the universal symbol of incentives. If there is a continuum with carrots and sticks, chocolate fish are way out beyond carrots. That’s just me. You might be more into sticks. Freak.
Employers (and tax lawyers) seem to think of reward and remuneration mainly in terms of money or cars or trips to Fiji. The whole raison detre of pay and bonuses and incentives is to drive, direct and / or curtail behaviours – carrots and sticks. At a biological level within human beings’ very bodies, human systems have had a range of microscopic rewards being granted and denied all the time for millennia that are incredibly powerful in driving and restraining our behaviour. Have you tried giving up sugar or even cutting down? Good luck. The chemistry rewards behind that are way more effective than reimbursing costs of study after proof of passing the course. Salaries and bonuses are great but we love that dopamine buzz when we check our email or FaceBook page.
I’m not suggesting we should be offering drugs to employees as a reward for performance (although that would make a great sci-fi screenplay.)
I have a manufacturing / sales client who are offering a major prize for all staff if targets are met. It’s value per person is around three thousand dollars. There’s a big colour-in thermometer graphic on the wall indicating progress towards target against time. Six months into the year, they are at 50.3% towards traget. Sound great? Sound effective? I should probably add the bit I’ve missed out. Everyone gets the prize if the target is met but, if even one department fails to meet their own individual target, then no one gets the prize. When I first heard that, I thought, “OK, there’s a couple of ways this could turn out…”
Last week a colleague was telling me of his friend who’d bought a rural property and was thinking about quitting the day job, leaving the commute behind and working from home. But she loved the work, liked the people and seemed to have some loyalty stored up to her employer. Then, last Christmas they had their usual staff gathering at the local tavern and, maybe, it seemed like their was a little less food and drink. Everyone got an envelope and inside everyone’s envelope was a single movie ticket. Not a double pass. Not a gold class ticket. A single general admission. Technically I guess that could be classified, at least for tax purposes, as an incentive. I don’t think it literally was an incentive – probably the opposite. It certainly removed any lingering doubts she had about her giving up the day job and it certainly soaked up her residual loyalty far more effectively than it could have soaked up spilled beer on the bar if she’d left it there and stormed out. Me, I didn’t even realise they still had paper movie coupons.
Remuneration is relative. The nature of people makes it so. Our perception of the absolute value of what we receive is impacted greatly by our perception of what we believe others are receiving. In studies where subjects have been offered the choice of a situation where they’re earning $60,000 while their peers are earning 70,000 or a situation where they’re earning $50,000 while their peers are earning $40,000, a significant majority prefer the latter. More people would rather earn less as long as they were relatively better off than the people with whom they associated.
At an HR conference I MC’d, a speaker talked of a group of scientists. They were in high demand and were sitting targets to be poached by high-paying, prestigious overseas employers. They’d like to stay here but money is quite magnetic (figuratively not literally – although I wonder if magnetic coins might be a cool thing for tourists at least.) It certainly wasn’t the sole attempted solution but one thing they tried was gamification. Or, as this speaker put it, scout badges. They created a matrix, effectively a skill matrix. As the scientists demonstrated competence in a range of pre-agreed skills, ranging from the technical and specific to leadership and customer service. (“That’s not science!”, I imagine them saying, but my impression of scientists is heavily influenced by TV’s ‘The Big Bang Theory.’)
I didn’t think that was gamification. I thought gamification was the use of game thinking and game mechanics in non-game contexts to engage users in solving problems and increase users’ sense of self-contribution. The scout badges seem more like FlyBuys but without any chance of getting a new toasted sandwich maker out of it. I’m not disrespecting the badges idea. They reported it was well received and effective. I think they might work as part of a portfolio of ideas because they leverage an age-old need that people have. It’s another word beginning with “re” that isn’t reward or remuneration. It also isn’t retirement, although that might loom as an incentive for some. Certainly it did for my 5th form history teacher Mr O’Leary who at the start of each lesson would inform us exactly how many days he had left until retirement. I think that’s OK when you’re a cop, you’ve just taken on a young and reckless partner, a case that isn’t what it seems lands on your desk and you’re two days from retirement. The word is recognition.
My understanding of coaching is that it is a bit like art – you may not be able to define it but you know it when you see it. Or was that pornography? Some people try and narrow down its definition by specifying what coaching is not. Coaching is not training, leading, managing, facilitating or mentoring. Training implies that the trainer knows something that the trainee doesn’t know but needs to know and it’s up to the trainer to fix that. Managing is about tasks and things and almost certainly has an actual or implied hierarchy and power imbalance. Leading is about hearts and minds, providing inspiration and motivation to someone, who in the leader’s opinion, requires more motivation but seems to be unable to generate it themselves. Facilitation involves directing or controlling an individual or group. Mentoring demands a relationship between an experienced expert and someone inexperienced and / or inexpert who wants to do or be what the mentor does / is.
A common metaphor for coaching in business is coaching in sport; it’s easy to say that. People get it quickly but it’s not a fitting comparison. Sports coaches are the boss. They’re in charge. They’ve got extensive expertise and experience. More likely than not, they’ve been in the team being coached and after their playing career, they’ve logically moved into coaching. Though not every player has been able to make that transition.
Business coaching or professional development coaching are different. There’s no power imbalance (or there shouldn’t be.) There’s no expertise imbalance. A coach is an independent force there to observe, listen, reflect, probe, prompt. A coach probably doesn’t know the answers or have the direct experience of the issues and opportunities of the person being coached. You need permission to coach. The coach is not in control. The coach need not have all the answers and better not pretend that they do. The coach does need to keep the person being coached honest, focused and aiming at development that is genuinely necessary and attainable.
Most employees, most of the time, will do what they are directly told to do. That’s management and if that is all there was, then managers would have to be omnipresent because that’s the limitation of the command-and-control hierarchical power-based model. The reality is that managers have lots to do and places to be. Tom Peters wasn’t wrong when he said that the true test of your leadership is what happens when you’re not around. (Unless it wasn’t Tom Peters who said that? In which case, it’s me who’s wrong. Leave Tom Peters alone.) The baseline assumption behind coaching is that it’s ongoing, progress is expected, that progress is the responsibility of the person being coached, and the coach is responsible for the coaching process. Ongoing professional development can genuinely benefit from an effective and frequent coaching programme. A Bersin study found that companies with an effective and frequent coaching programme improve their business results by 21 percent as compared to those who never coach.
Can a manager also be an effective coach in an employment context? Sure, why not? They’re doing everything else. Bosses can wear rotating hats with labels like ‘coach’, ‘manager’, ‘leader’ or whatever and that’s probably pragmatic. But, there’s a value especially for coaching in a real and / or [perceived independence, coupled with a perspective and helpful naiveté born of being an outsider. Sometimes, it’s worth hiring someone to do the coaching. (I don’t do much coaching myself. It’s hard work. Genuinely that’ll put me off most things. But I do some coaching. Client companies sometimes ask me to coach after I’ve spoken, facilitated or trained. They like the other things I do, the results I get and just plain like me. ‘Like’ is probably the wrong word. Both the client company and the individuals being coached have to trust and respect the external coach. There have definitely been times where whatever emotion was being directed at me, it wasn’t ‘liking.’)
Coaches are about ‘ask’ not ‘tell’. A coach’s focus is the employee not a task. Coaching is not fixing anyone. Coaching has clear accountability. Coaching can be scheduled but it’s more an ‘as need when needed’ thing. Coaching is about a set of processes, more than it is about a coach. That said, a coaching toolbox is useless, and sometimes dangerous, if operated by someone calling themselves a coach who lacks the wisdom to know when to use which tool. In that regard, coaching is like every single DIY activity I’ve ever done that resulted in a heated towel rail power switch being installed upside down, a door handle going in inside out or a chainsaw that’s now more functional as a doorstop.
Coaching is a journey, like ‘Lord Of The Rings’ was a journey. And like ‘Lord Of The Rings’, not everyone finishes the journey. And if you’ve got giant eagles available for your coaching process, use them right away, not at the end when otherwise all else seems lost. Duh.