“So,” I asked, “How is that style working for you?” “Not so well,” he replied.

Pete’s problem is one I see quite often. Under the guise of effective leadership, leaders try to coach and motivate but sometimes the leader may be the biggest hurdle. Many leaders get in the way of their people’s motivation. We hinder them, we hold them back, we do little things that actually de-motivate them. That’s human nature.

Stop this insanity. Aim for truly effective leadership. Follow these tips and you’ll find your people will be more motivated and more productive. It just takes a little clearvoyance on your part.

80/20 Concept

Spend 80% of your time with the people who are the most productive. You will find this to be a much better use of your time and energy.  Talk about more effective leadership!

Spend 20% of your time with the people who are the least productive. Seems counter-productive to our human nature but it works.

Expectations vs Aspirations Concept

When something is expected and a person meets or fulfills that expectation, he or she is at zero.  It’s what was expected; they have only arrived at the standard. They are not ahead of the game, they did not do more than you had wanted, they did just enough to fulfill an expectation. This is instinctual to our human nature.

An aspiration is more than what is expected. It starts off above zero, it gives people hope, encouragement and self worth. Which of these is guiding your coaching?  Expectations or aspirations?  Effective leadership grows more positive people.

The first thing to think about is: How do I determine if it is a strength or weakness?

The definition for the standard is the lowest acceptable performance, and it is applicable to the position, not the person. Everyone in the same job position should have the same standards.

Watch the performances of your people and measure them against the standard. When they perform above the standard, coach them to “aspire” to do even better. When they perform below the standard, coach them on the “expectations” of their performance.

After a short time, Pete found that he was more energized, his team was more energized, production was improving, the environment was more positive and sick days had decreased. Set a goal to make 80% of your coaching be focused on aspirations and you’ll find yourself sharing Pete’s benefits.  Human nature and effective leadership hand in hand!

Tools for You

These tools will help you get out of your own way when it comes to coaching your people to perform at a higher level on a more regular basis.

Aspiration Tool #1     

PIE: Positive reinforcement for something done above the standard that you want them to do again.  (Watch the how-to video)

Aspiration Tool #2     

COACH: Socratic Method coaching, getting them to come up with a better way of doing something specific, while giving them positive feedback for a job well done.  (Check out this blog post on the Socratic Method)

Expectation Tool #1      

GAPPP: A positive coaching method for someone who has performed below the standard on a specific performance, and this is the exception rather than the norm. This is either the first time the employee has performed below the standard or it’s a non-critical performance element. Talk through the barriers that kept him/her from performing below the goal that was set. This goal might in fact be a standard of the job.  (Download the GAPPP Worksheet)

Expectation Tool #2      

BIRRR: A direct coaching method to express the urgency required to change a behavior, to improve the below standard performance immediately. This is a much more direct conversation with a team member whose performance is critical…it needs to change and it needs to change immediately.  The behavior has either been addressed previously or it is a function of the employee’s job where the impact of non-performance is critical. (Download the BIRRR Worksheet)

Does this describe you? Would you say you have purpose? Would you say you have passion? What would others say about you?

What does your purpose, passion and dedication point to? Work? Family? Church? Social groups?

A very holy weekend was celebrated recently for two of the world’s largest religions, Judaism and Christianity. Both celebrated people full of dedication. Jesus’ purpose was to save all men while Moses was full of passion about saving the Jews. Your purpose may be on a smaller scale, but your dedication should be just as great.

What does dedication mean to you? Dictionary.com defines dedication as wholly committed to something, as to an ideal, political cause, or personal goal. What sacrifices are you willing to make to reach that goal? Your current behaviors will show where your purpose, passion and dedication lies.

Are you spending your time and energy doing what you really want to be doing? Have you hung your purpose on a hook for later? Now is the time to have purposeful dedication. Don’t wait.

Make a goal.  What things get your passion fires burning? How will you manifest these things and make them happen? What sacrifices will you make? What are the benefits to you and others?

Need to get some clarity on what your purpose is?  Get a copy of Embrace Your Freakness.  You’re worth it.

The bottleneck. That narrowing part of the bottle that slows down the liquid before it gets to your mouth so you aren’t flooded with beverage. Bottlenecks are good for keeping our shirts clean, but when it comes to business, they can be disastrous

When it comes to business, bottlenecks are a place or person where ideas or projects get slowed down, much like a beverage bottle, but worse. In today’s business world, people try to get more things done every day. Yet, many times that creates bottlenecks, not on purpose although not by accident, by behaviors. Whether it has to do with management styles or a lack of employee empowerment, the bottleneck usually involves limited delegation and an absence of the Socratic method.

Last post, we looked at some general questions to ask of the team or organization.  What about you personally?

Ask yourself these questions:

1. Does everything have to pass through my desk? (If so, why? Why did you hire your team? This is a control issue, lack of delegation.)

2. Do I have a say in how everything gets done? (If so, do you trust your team? What would happen if you got their input on how to get things done then let them do it? This has to do with management styles and not implementing the Socratic method.)

3. Do my processes and procedures slow things down? (If so, is the current way the best way or just the most comfortable? Why not implement a little Socratic method?)

4. Have you updated your processes and procedures in the past 12 months? (If not, chances are they are outdated and costing you time and money. Time to empower your employees with the Imaginarium.)

5. Who else can do this? (Ask yourself this question on everything you are doing now. You will be surprised at how many things you could be delegating to someone else.  Is the lack of delegation due to control, management styles, or employee issues?)

Much to our chagrin, there are only 24 hours in a day. In order to get more done, we have to constantly innovate the way we do things. Let it flow! Open things up. Try incorporating a management style that involves delegation.  Begin a culture of employee empowerment by practicing the Socratic method.  Need help?  Contact us today.

Seriously. It’s a lie. 

How do you manage time? You can change what you do during that time.

It isn’t usually time that’s the issue. It’s energy.

Many of us start the day with a bang and end with a whimper. The decline starts around 2:30 pm for most of us. This is such a phenomenon there’s an energy drink market that focuses solely on this concept. These drink makers know you are going to hit a wall 5 to 6 hours after you start work. So if they know it and we know it, why don’t we do something about it?

You can have an impact on how hard you hit the wall, what time you hit it, and how to avoid that wall altogether. It’s called energy management. Each of us begins the day with a certain amount of energy. This energy comes from four energy centers.  The four energy centers are: physical, emotional, mental, and spiritual. Every hour of every day you are spending energy in these four areas. If you don’t fill up in each area, you will run out. Just like your car will run out of gas if you don’t refuel it, your mind and body will run out of fuel if you don’t refuel them.

How do you refuel? Here are a few tips.

1.  Know what energizes you. Pay attention to the things that give you energy, that get your motor revved, that get you excited. Plan to do some of these activities each hour.

2.  Plan to refuel each hour. Take five minutes every hour to refuel at least one of your energy centers. Take a quick walk around the building, listen to some music, have a laugh, pray, do something different than you do the rest of the hour.

3.  Know what depletes you. If you know what things take the most energy, you can plan your day accordingly. Plan activities that energize you around activities that deplete you.

By implementing energy management, you can accomplish tasks and interact with people more efficiently and effectively throughout the day. This is an important aspect of a healthy work environment! We have a program to get you, your team, or your organization into a more energy-effective environment.

Why don’t you take a minute and evaluate your energy management?  Get the FUEL worksheet.

The bottleneck. That narrowing part of the bottle that slows down the liquid before it gets to your mouth so you aren’t flooded with beverage. Bottlenecks are good for keeping our shirts clean, but when it comes to business, they can be disastrous.

When it comes to business, bottlenecks are a place or person where ideas or projects get slowed down, much like a beverage bottle, but worse. In today’s business world, people try to get more things done every day. Yet, many times that creates bottlenecks, not on purpose although not by accident, by behaviors. Whether it has to do with management styles or a lack of employee empowerment, the bottleneck usually involves limited delegation and an absence of the Socratic method.

Some people want to keep control of things. They naturally avoid delegation and employee empowerment.  The thought is, “I know how to do this (best), so I might as well do it myself instead of wasting my time and others to explain the whole thing.” Sometimes it seems delegation will take too much time.  Other people pick a management style (out of all the management styles) where employees come to them with ideas, if only to have them give their stamp of approval. At times this may be necessary, other times it is not.  It takes practice to put in place a culture of employee empowerment.  Using the Socratic method (using questions to make employees think) does not come naturally to many people, but leaves leaders not so drained and employees thinking for themselves.

Ask these questions…

Where is the bottleneck on your team or in your organization?

Where do processes or people need to be freed up so more things can get done?

Does it have to do with management styles or employee empowerment?

Consider these general questions.  Want to delve into some Organizational Discovery?  Contact us today.

Wonder if YOU create the bottleneck?  Watch for the next post.

Dictionary.com defines Icon as: a person or thing regarded as a symbol of a belief, nation, community, or cultural movement.

Are you part of a cultural movement at your organization or are you seen as someone who doesn’t necessarily make a difference?

Leaders have to keep pushing the envelope, pushing for new, better ways of getting things done. New and improved.

I started thinking about icons this week after the death of Davy Jones. Davy Jones was an icon. To see the outpouring of people, comments on how Davy Jones impacted their lives as young adults and teenagers showed his legacy. He was a man who impacted many people, by being himself, by standing for something. Davy Jones was a pioneer of a musical movement in the 60′s. He pushed the envelope. He didn’t set out to be an icon or leave a legacy; he was doing something he loved (not sure if that was music or meeting lots of girls that by his own admission as well).

If you died today, what would the outpouring of people be about you? What would they say?

“There are certain things that are fundamental to human fulfillment. The essence of these needs is captured in the phrase ‘to live, to love, to learn, to leave a legacy’. The need to live is our physical need for such things as food, clothing, shelter, economical well-being, health. The need to love is our social need to relate to other people, to belong, to love and to be loved. The need to learn is our mental need to develop and to grow. And the need to leave a legacy is our spiritual need to have a sense of meaning, purpose, personal congruence, and contribution. ”  Steven Covey

What will your legacy be? Will you be an icon?

Start living your life to help others lead better lives. If this became your mantra, how would you do things differently? How would you deal with difficult people differently, if your goal was to leave them better rather than to “deal with difficult people.” How would you handle that disgruntled employee differently, with the approach “I want to leave them better”?

Focus on leaving people better (even difficult people).  Focus on making the world a better place starting with you, cliche only if you do not truly mean it. Then, you will be an icon.

Use the Outerview and CHAT worksheets to find out what people would say about you RIGHT NOW.

In terms of motivation, what positive reinforcement are you applying?

What are you doing to create proactive management?

According to research, one of the primary reasons employees are unhappy or unfulfilled is because the interest rate from their boss is too low. Interest rate in this case is not money, but motivation by positive reinforcement. It typically involves one of the following positive reinforcement techniques.

1. Time and attention. Pay more attention to them. Listen to them, hear them out, ask them what is important to them. Just spending time tells them that they are important.

2. Praise and Recognition. Whether it is a hand-written note, an email, a sticky note on their desk or face to face conversation, a few words telling them what you appreciate about them will go a long way in terms of motivation.

3. Lagniappe. A Louisiana French word meaning a little bit extra, something unexpected with no expectations. Give them something a little bit extra than they are expecting (positive somethings). This goes with the adage of giving 110%. By doing this, you are showing them by your actions how to give a little bit extra.

4. Pay it forward. Do something nice for them without being asked and without them having to do anything in return. Let them take an extra 15-minute break and cover for them. Do something that is service oriented, that shows them they are one of YOUR most important customers and you want to make sure to take care of them first.

All these things will get you positive results. They must become habits, not just a one time shot, to increase motivation.  Encourage your managers to do the same, adapt proactive management. There is an old saying, “a behavior rewarded is a behavior repeated.” I really believe this to be true. Reward, in various ways, the behaviors you want repeated and they will be repeated. STOP rewarding behaviors you don’t want and they will stop doing them (this is an entire post unto itself). Increase your employee motivation using positive reinforcement and see proactive management unfold.

Learn more about proactive management and leadership here.

We’ve all heard the phrase. It means different ways of getting things done.  The saying is used when we need to be creative, find a new way to get something done, or when we have done something a different way that most likely made someone else uncomfortable.

How often do you skin the cat wearing a new perspective?

How often is your decision making done in the same ol’ way?

Are you intentional, do you skin it on purpose?

I’ve noticed that people will spend a lot of money on training and education but little if none on the ongoing support needed to make changes. People are shown various steps to skinning a cat, but not allowed real life application to practice perspective change and creative problem solving.  Usually they aren’t even given the support, in time, money or people, to put these new skills into practice. So the cat goes around hairy just as before, nothing changes.

My suggestion is to not only teach your people how to skin the cat, but buy them some clippers (give them the creative problem solving and decision making tools to implement their new knowledge), give them some support (ask how can I support you in this and provide a different perspective) and even have a conversation of how this new knowledge or skill will help the organization achieve its strategic plan.  Perspective change and creative problem solving have to be practiced.  Decision making is experiential, the more you do it differently, the more natural different ways become.

I have seen such a necessity for support after the knowledge dump that Excellerant now offers the Imaginarium. It is a cat skinner deluxe!  Put to life a new perspective, apply creative problem solving, and actually do some decision making in a new way.

Click here for more details on the Imaginarium or better yet, give us a call.  We’ll be happy to talk you through how to make sure your organization is skinning the cat with a variety of perspectives, utilizing creative problem solving, and making outstanding decisions!

In the Imaginarium, your team will focus on these outcomes.

Do It Now
What is something that can be done in the next 3-6 months and have an immediate impact on your organization?

Build It
What is something that can be done in the next 12 months that will have a positive impact on your organization?

The Big Idea
What is the future? What is it you need to start thinking of now, in order to be on the cutting edge and competitive in 3-5 years?

Contact Excellerant to set up an Imaginarium for your organization.

Issue: Lack of unity and forward thinking

One of the nation’s largest workforce training providers merged two of its unique entities.  The merger put leaders in a difficult position.  There was urgent need for trust, unity, and cooperation with focus on the future.  People and skills from each entity needed to go from a diverse group to a team that could appreciate each other’s contributions.  Leaders wanted to be trusted and have buy in to the group’s future.  This company called on Frank for a plan.

Working with Excellerant

Warm, friendly, and caring with an ability to create a safe zone for everyone’s opinions, Frank started with an Internal Temperature Survey.  He quickly tuned in to individual personalities and what made each person comfortable or uncomfortable.  During the Imaginarium and Implementation, he had an ability to direct and keep the conversation on track, focused, yet not to thwart creativity, ideas, and opinions.  Frank is not only a great guy; he’s also an excellent facilitator.

Solution: Momentum

The Imaginarium has had enormous results by way of bringing people together, improving communication, and making people feel a part of the future of the company.  However, this will always be a work in progress.   The Imaginarium accomplished what was intended.  We have to keep the momentum going, but I think we have made great progress in the past year.  This has been a really good thing for us.

Read more Success Stories.

Let’s start at the beginning.

Everything you do in life, from talking to your spouse to doing projects at work, is either an energy depleter or an energy builder.  As we go through each day, every event either depletes us or fuels us.  There are four energy sources in humans: physical, mental, emotional and spiritual.  Energy depleters and energy builders exist in all four areas.

Think of your energy as a bank account.  In order to make a withdrawal (the depleters), you must first have sufficient deposits (builders).  Many people make withdrawals without making enough deposits.  They become energy bankrupt.  There is nothing left.  Everything seems more difficult to do, and takes more time.  You have less patience, a short fuse.  These are burnout symptoms.

The solution?  Make more deposits.  Create a list of things that deplete your account and leave you feeling burn out.  Who or what is the cause of that depletion, you or an outside force?  Then make a list of things that build your energy, things that shrink those burnout symptoms.  Again, who or what is the cause?  As you review your lists, think about the four different areas: physical, mental, emotional and spiritual.  Do you show burnout symptoms in all four areas?  Is your burn out focused in the mental area or maybe the emotional area?  What things do you do that deplete you in all four areas?  What things do you do that build energy in all four areas?  You may have one area loaded with burnout symptoms, sucking you dry, or your burnout symptoms may be well balanced in your energy mismanagement.

Here’s an example.  My wife and business partner, Rachel, and I discovered that she gets energized making lists and getting those task lists done.  I get energized brainstorming and creating new ideas, new ways of getting things done. Her energizer depletes me and my energizer depletes her.  With that information, we are better able to schedule our days so we have enough activities to energize us both and ready for the depletion of those activities that withdraw.

Simple concept really. What specifically leads to burn out?  No hope.  Lack of energy.  Lack of desire.

Deposit energy builders in all four areas and you will find that you are en fuego…not burned out.

Check your personal symptoms or organizational symptoms with the Symptoms Assessment.  We’ll help you analyze your symptoms and create a plan for improvement!