Archive for the ‘ Behavior ’ Category

Motivation: What’s Yours?

I was asked a question today: “What motivates you?”

I immediately thought about context: Motivations for work-related tasks? For my own personal goals? And then I thought about life in general. What motivates me to get up every day?

1

This is such a powerful question. The answer says so much about who you are as a person. Whether you are internally or externally motivated, and your reasoning for why you are motivated in that way can shed light on your values and morals. Even how you frame the answer conveys what you find most important in your life.

And yet, despite the wealth of information this simple question could provide, many leaders don’t ask this of themselves and of their direct reports. Leaders can uncover why they’ve become leaders and what strengths and weaknesses they possess. They can also discover how engaged their workforce is and how to better inspire their employees.

So go ask yourself and those around you, “What motivates you?”

motivation

Image Credit: 1 | 2

Are you a Travel Agent or Tour Guide Manager?

If you are like me, all you want to do is “see everything” once you get to a new country or city. I just want to go out and explore every inch of the city and get a feel for the people, the food, and the culture. On my last trip Travel agentto Venice I ended up getting lost and seeing the same tall buildings for 2 straight hours as I kept going in circles through the buildings that divide the canals. At times in my career I’ve been doing the same thing wandering aimlessly throughout my day to day tasks.  Often Ken Blanchard tells us that “Leadership is a partnership” and that we must work together to accomplish tasks. If you have ever had a bad manager or a bad travel agent, you know how important this collaboration is.

Take a look at these descriptions to see what kind of manager fits your description:

Travel Agent: He has never done the job before that he is asking you to do, and probably will never end up doing it himself. He has tons of tips of ways to accomplish the task but has never even stepped onto the job site. He doesn’t speak the business language at all, but tries to act like he does, while continuously mispronouncing business terminology. He also keeps repeating the word “synergy” because he thinks it sounds great but has no idea what it means. He also thinks SCRUM is a type of Norwegian cheese spread.

Tour Guide: Knows the job really well and has extensive experience in the field. He speaks the business language fluently and often teaches these classes at night to new comers. He knows the job site in and out and can tell you the best places to meet new peopactivite-loisirs-gap-saut-parachute-biplace-au-dessus-alpes-10le and who to learn from. He’s often seen walking around the office and getting acquainted with the culture and knows the real players in the organization. He guides his direct reports every day and helps them navigate the business while providing them with the best information possible. He doesn’t accept tips at the end of the day because he genuinely loves to do his work.

If you are a Travel Agent manager, don’t feel bad. Get out there, explore the sites, and get familiar with the “culture”. Sip the wine, mingle, and help your direct reports through their workplace experience. Really do your best to partner with them and guide them through their role and tasks.

The workplace needs more leaders who can partner with their direct reports for success. No travel agents needed.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

A Tale of Two Leaders

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”

Best of Times, Worst of Times

Best of Times, Worst of Times

The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.

A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.

While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”

During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.

During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.

No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.

Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.

How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.

 

Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.

1 Secret of High Performing Teams

We’ve started doing this accountability group around the office and it seems to be working. Recently, the boss man had this idea that if we put up our goals for everyone to see and kept each other in check for a 30-day challenge, the added accountability would help us stay committed tPic Calorieo reach our goal. Our goal was to start with 10 pushups at the beginning of the month and increase that number by 1 every day. As a result, we decided to continue this trend, and now we are participating in a daily calorie challenge where we log our meals and maintain a certain caloric intake. As you can see, so far so good and we have included 4 cheat days as good measure. I’ll probably eat a whole bucket of churros on my first cheat day.

Taking this concept past a simple pushup or calorie contest, in my own experience and what much of the research has to say is this:

  • In the weakest teams, there is no accountability
  • In mediocre teams, bosses are the source of accountability
  • In high performance teams, peers manage the vast majority of performance problems with one another

If you are on the first two teams, look for a trade or try to resolve the problem. None of these options are really that easy, but the latter option is probably the most feasible. Here’s what you need to know about accountability. Don’t be scared of it. If accountability is seen as negative and punitive in the office, do what you can to change that perspective for everyone. Put up a challenge for the various task goals that everyone has and create accountability for one another.

Here’s a distinction that you need to be aware of: there is a critical difference between “holding someone accountable” and “creating accountability” in your team. The first creates a culture of fear and brings potentially significant, negative connotations and impact. The second allows the team to be mutually invested in the success of oneself and others. Decide for yourself what environment you want to create in your office and see what outcomes you get as a result.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Leading Through Goal-Setting and Daily Mini Performance Reviews

90776-1474081010

I was shocked to find that some leaders don’t take goal-setting and performance reviews seriously. Instead, it’s considered a formality or something done because it is “required”. Once a year, managers and employees meet to discuss goals that were forgotten a week after they were set and never revisited throughout the year. Two signatures later, they return to what they were doing.

Proper goal-setting is so important because it sets realistic expectations for performance and prevents employees from ever being confused about what they need to accomplish next. Every day, employees should refer back to the goals and use them to plan out the day. And managers should have regular conversations with employees on what goals are working, what goals are not working, and what goals need to change.

SMART-goal-setting-examples

Essentially, this is a performance review spread throughout the year. Then, when it comes time for the actual performance review, there are no surprises. This places focus not on the “final exam”, but on the daily tasks that employees do to make progress toward each of the goals.

So meet with your direct reports regularly and have conversations focused around goals with the perspective that you are there to do whatever you can to help them meet those goals. You are the coach; they are the athletes. And by setting those goals and making daily progress, nothing can stand in the way.

“Success isn’t owned — it’s leased. And rent is due every day.” – @JJWatt

159276704

Image Credit: 1 | 2 | 3

Humor me this…

You remember the ol’ classic one liners people used to tell? “Did you hear that one about the teacher, the pastor, and a farmer who went ….”. Yea, I can’t remember the rest of the joke either but I still find them to be simple and amusing.  These jokes have almost a sacredness about them and have this allure similar to the Cartoon section in the New Yorker. The classic nature of these jokes and the quirky delivery gets me every time. I love it. To me, one of the greatest attributes in a leader is the ability to inject humor and light-heartedness into a stressful situation.  The delivery and the punch line are the two greatest elements to good humor and a smart leader recognizes that being the brunt of most jokes is a good thing. Self-deprecation and honest humility are common elements that build trust and admiration with those you are leading.

However, one thing to remember is that just because you have something funny or witty to say, you shouldn’t always pull the trigger. As Winston Churchill once said, “A joke is a very serious thing.” Often people insert half-truths, undercutting jabs, subtle attacks, and mocking humor that can be very offensive and off-putting. As in any great play or performance, know your audience and the setting and be sure that your humor makes people feel appreciated and not belittled.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Have the negatives taken over time and focus?

If you think for a minute about your average workday, how would you divide that workday between focusing on positives versus focusing on negatives?  Do you tend to catch people doing something wrong more often than doing something right?  If you answered “yes”, you might be adding to the overall negativity, yourself.

Praise or Condemn

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

This negative focus may be a byproduct of our own culture.  Pull up any of the major news websites at any given time and you’ll see that a high percentage of the headlines usually have negative undertones.

While we might be quick to blame the media, our own behavior feeds the fire when it comes to this trend.  For example, in a 2012 study, Outbrain, a marketing firm that specializes in internet traffic, found that negative headlines had an average click-through rate (meaning people were actually clicking on the headlines to go to the source content) 68% higher than positive headlines.   There are many different reasons as to why negative headlines receive more attention, but the end-result is still the same.

Even television may be lending a hand.  I admit that I enjoy my own fair share of reality television.  Look at how many reality programs exist on various channels (ex: what happened to the good ‘ole days of MTV just showing music videos?).  Most of those shows thrive on drama, such as verbal arguments or fights between the characters.  Drama and negativity clearly sell.

However, a study published in Psychology of Popular Media Culture found that those who watched reality television or even violent crime dramas that included verbal or relational aggression between characters tended to have more aggressive responses to threats related to ego.   Does this mean that if you watch reality television that you’re automatically going to get in a fist fight at work?  Probably not, but you have to question how is this might be affecting behavior in the workplace.

To add to this, two sayings come to mind that I’ve heard all throughout my careers at different places of employment.  There’s a good chance you’ve heard these, too:

  1. “The squeaky wheel gets the grease.”
  2. “No news is good news.”
Yelling

Image courtesy of imagerymajestic at FreeDigitalPhotos.net

Number 1 is especially important, because solving problems makes up the bulk of most jobs.  Yet, this has trained us to spend our most of our time focusing on those problems, whether the problems are task-related or people-related.   If you have someone reporting to you who is under-performing, it’s likely that individual will take up more of your time and focus compared to your top performer.  Just because “No news is good news” when it comes to your top performer doesn’t mean that they should simply be ignored.

FineAwards.com published a press release in which it reviewed data from a series of Gallup polls on the topic of employee engagement.  They put together an excellent infographic that you can find here.  Some of the interesting data they found is as follows:

  • 35% of respondents consider lack of recognition the primary hindrance to their productivity
  • 16% of respondents left their previous job based on a lack of recognition
  • 17% of respondents stated that they have never been recognized at their place of employment
  • 69% of respondents stated they would work harder if they received increased recognition

In other words, if only the squeaky wheel is getting the grease, you might look down one day and find that some of your wheels have simply disappeared while your ride is sitting up on blocks.

It takes effort, but intentionally finding people doing things right can have a positive outcome on your work environment, such as lower turnover and higher productivity.  If you can train yourself to also be on the lookout for the positives, you can turn it into a habit.

Leave your comments!

Follow

Get every new post delivered to your Inbox.

Join 7,338 other followers

%d bloggers like this: