Motivation
– How Great Managers Do It!
How many people do you know wake up in the
morning planning on being ineffective in their job? I haven’t met a manager or
executive who doesn’t want to be seen as an effective leader. Yet, we all know
there are some people who just seem to get more out of their employees than
other people can. They know how to motivate people. How do they do it? Is it a
talent that one is born with or something one can learn?
The answer is that it is an art, skill and
attitude that one can learn if one works at it. According to the research on
executive effectiveness and what I’ve learned coaching executives and managers
in all sizes of companies, when one boils it all down there are six important
steps to being a high powered motivator.
1. Generate and Sustain Trust
The number one ingredient for becoming a
top flight motivator is “generating and sustaining trust,” according to Warren
Bennis, in his classic, “On Becoming a Leader.” When I’ve spoken to line
personnel I frequently will ask, “What’s the one thing you admire about your
boss? Invariably, they will respond, “I respect my boss.” When I dig deeper,
they will say something like, “She or he wouldn’t ask me to do something that I
know they wouldn’t do.” Or, “I never get the feeling that my boss treats me or
anyone as an inferior.”
Great motivators generate trust through
leading by example or “modeling the way” according to James Kouzes and Barry
Posner, noted authorities on leadership. Leaders model the way through their
personal example and their observable dedication. They also act quickly to stop
behaviors that breakdown trust and collaboration, e.g., unethical behavior,
backbiting and unproductive complaining. In the wake of Enron, leaders are
under increased scrutiny. Therefore, walking the talk is crucial, as it should
be. When a boss treats people with respect, employees become energized and want
to follow in his or her footsteps. They want to excel…for their boss and for
themselves.
2. Have the Right People
The second ingredient is to be sure one has
“right people on the bus,” according to Jim Collins who wrote the best selling
business book, “Good to Great.” While researching what made great companies
great he discovered that they all had a particular type of leader at the helm.
He discovered that the best CEOs were those who hire highly competent people,
people who don’t need to be actively managed. However, one has to be self
confident enough to be able to hire people who may well be smarter. If one can
do that, then primary task will not be thinking about how to motivate them but
how to help them do their job.
Therefore, learning how to interview and
assess potential employees well should be taken very seriously. It’s a learned
skill. Do not leave picking top people to chemistry. People are easily fooled
by their “gut” feelings. Picking top people requires a more rigorous process
that helps one avoid “interview bias errors.” If one has not received training
in a systematic behavioral interview process… get it! If company doesn’t use a systematic behaviorally
oriented interviewing process….lobby to have one!
3. Inspire a Shared Vision
The third ingredient is “inspiring a shared
vision.” Kouzes and Posner found that highly effective leaders see their vision
and then they communicate it in a manner that taps into and engages the dreams
of their constituents. Effective leaders really do rally the troops.
Inspiring a shared vision can be done at
all levels of management. It’s not just the job of the CEO. Line supervisors,
who are not responsible for developing the “vision” for the company can,
nevertheless, use that vision to inspire their subordinates. It requires
helping line employees see that the company is doing is something of value and
how what they do fits into the big picture. Top motivators help employees
connect the dots between what they do and where the company is going.
4. Enable Others To Act
Fourth, top motivators enable others to
act. Top motivators tend to be comfortable in their skins and don’t need others
to make them feel important. It’s paradoxical but, the more successful and
effective an executive is (those who build great companies that is), the more
humble they are. In fact, they make one feel important because they take others
seriously. Top motivators don’t cast a large shadow that prevents others from
being in the light. They are not publicity hogs (e.g., Donald Trump). They also
foster a team effort by promoting collaboration through relationships and
supporting personal development.
5. Prepare Successors for Success
Fifth, Collins found that great leaders
encourage others by preparing their successors for success. They are not afraid
of losing their jobs to an upstart. They do this by giving their subordinates
plenty of developmental help (e.g., coaching, training, etc.) and by allowing
their subordinates to shine. Kouzes and Posner call this attribute, “management
of respect.” Great leaders notice and celebrate their follower’s contributions
and achievements.
6. Search for Opportunities
Lastly, challenging the process: Effective
leaders search for opportunities, experiment and take reasonable risks to help
their organizations. Effective leaders don’t hunker down during difficult
economic times…they take reasonable risks. Doing the same thing over and over
may be safe but, it doesn’t motivate people very much. Frankly, it gets boring.
Top motivators are constantly asking, “Can we do this better?”
The De-Motivators
Keeping these six tips in mind, there are
also five de-motivators to avoid or change. Otherwise, one may be doomed to
failure. Specifically, Jack Zenger and Joe Folkman, who wrote "The
Extraordinary Leader," discovered by analyzing the data from over 25,000
360-degree feedback results for managers and executives that there were five
"fatal flaws" that one must avoid or change in behavior and attitude.
These are sure de-motivators and career
derailers.
·
Inability to learn from mistakes
·
Lack of core interpersonal skills
and competencies
·
Lack of openness to new or different
ideas
·
Lack of accountability and excessive
defensiveness and
·
Lack of initiative
“What is fascinating about the five fatal
flaws is that these traits reflect a pattern of inactivity. It is not the
pattern of someone who is doing too much of something, but the pattern of
someone doing way too little.”
Excessive defensiveness and having poor
interpersonal skills are the most frequently cited issues that cause managers
to be referred to executive coaches. And, of those, excessive defensiveness is
the most difficult to turn around while being the biggest de-motivator.
Employees will stop bringing suggestions for improving processes to any boss
who is excessively defensive and shoots the messenger. Interestingly, those
executives frequently come across as super confident (they overcompensate) when
in fact they are really insecure. Their fatal flaw makes it impossible for them
to ask for help much less admit they need it. Whereas, people with poor
interpersonal skills often want to learn and can become more adept if they work
hard at it.
Any one of these flaws can put the brakes
on energizing employees. The best employees will become frustrated and quit
while those less competent may stick around because they are afraid to quit.
The upshot, poor managers end up with poorly motivated, compliant and less
competent employees. Not a recipe for success.
The Next Step
Let’s return to the traits of great
motivators. Imagine, if one will, that the 6 traits of great motivators are 6
pistons within the leadership engine. Ask ourselves, am I firing fully on all 6
cylinders? How does one know? Top flight leaders proactively and continuously
monitor their performance and make necessary improvements. How? The best
practices behind performance management and leadership development are based in
the use of objective, scientifically valid assessments e.g., 360 multi-rate
feedback surveys and business based personality inventories.
However, taking multi-rater evaluations is
not for the faint of heart. If the survey is conducted well (and they are too
frequently poorly designed and conducted), one will solicit confidential input
(without a guarantee of confidentiality people rarely give accurate feedback)
from a wide variety of sources, some of who will probably be critical of
performance. In essence, one will need to do what pro athletes do…review your
“game tapes.”
With good feedback data one will avoid
spinning wheels taking executive development courses / trainings that feel good
but have nothing to do with particular developmental needs. Once one gets accurate
and useful feedback, one will be able to construct a program to hone strengths,
overcome or work around barriers and supercharge effectiveness and performance.
Therefore, if one wants to become a great
motivator, be courageous and get an honest and objective assessment of
capabilities. Then, fix any fatal flaws and put into practice the six steps of
great motivators.
Regards
Milind Limaye
Management Consulting Practices
Mobile: +91 9011072580
Author of books
1. Quality Assurance Practices,
2. Software Testing - Principles, Tools and Techniques
3. Information Technology service Management - IT Service Lifecycle Phases
Consulting in ISO9001|ISO27001|ISO20000|ISO14001|BS18001|BS25999|ISO13485|TS16949|Integrated Management System|ITILV3|CMMi|BPR|Continual Improvement|ERM|Kai Zen|Waste Management
NB: In case if you do not wish to receive this mail, kindly reply mentioning the same.
Regards
Milind Limaye
Management Consulting Practices
Mobile: +91 9011072580
Author of books
1. Quality Assurance Practices,
2. Software Testing - Principles, Tools and Techniques
3. Information Technology service Management - IT Service Lifecycle Phases
Consulting in ISO9001|ISO27001|ISO20000|ISO14001|BS18001|BS25999|ISO13485|TS16949|Integrated Management System|ITILV3|CMMi|BPR|Continual Improvement|ERM|Kai Zen|Waste Management
NB: In case if you do not wish to receive this mail, kindly reply mentioning the same.
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