BRINGING OUT THE BEST IN PEOPLE
–McGinnis
Goal is not to make lazy people industrious–it can’t be done
Rather to channel energies of energetic people
There must be an inner drive already there
Not manipulation, but persuasion to work in own best interest
Find goals good for all and develop a “partnership”
Success depends more on leadership than hard work
Success always requires leverage
Leader must be a working psychologist
Spend the time organizing and motivating–leverage
Success must occur through the group for best effect
Positive mental set of the group generates enthusiasm
Enthusiasm feeds on itself until “critical mass”
occurs, like a nuclear reaction
Strongly shared values and objectives provides a “culture”
An extra 10% from each person is difference between
failure and success
COMMIT TO EXCELLENCE AND EXPECT THE BEST
Have strict core values–build team which supports
Encourage pride in a good job; they buy in or get out
Loose standards say its not worth caring about
Stay with them and push–raise hell if not done
Reprimand 1) immediately 2) confirm facts 3) be specific
4) show feelings. Allow them to be unhappy with you
Set the standard for each goal and make it clear: people
want to do a good job
Attitude: the best is always yet to be done
Create environment where people can do all they are capable
Believe in the best
A person is as good as the best he’s ever done
Build on people’s strengths; deemphasize weaknesses
Help them to succeed–concentrate on this
Great ability is the ability to recognize ability
Difficulty should be a challenge–struggle excites and inspires
People long for a cause–try to create causes
A cause will overcome boredom and lack of focus
Do not intimidate or ask the impossible
Provide for a series of successes
Goals must be challenging but realistic
Graded progression provides for feedback
MOTIVATION
Start from where the person is, not where they ought to be
Help people recognize what they want and how to get it
Use two-way communication
Must know the person and his values–everyone is
different
Dig for needs and wants–these are in constant flux
Continuously seek to better understand people dealt with
People will explain how to motivate them if talk to enough
Help people set goals, plan, and then achieve the plan
Encourage big dreams and write down goals
Work to develop their ideas which you can support
Help people clarify their goals which are mutual
In effect, join their bandwagon
Goals must fit the group effort, and be very specific
Divergence from goal will energize correction
Same stimulus as hunger or frustration
Get commitment from individuals to support the group
Be certain public declaration only on positive concepts
Treat negatives by ignoring–addressing only reinforces
Maintenance of perceived self is basis of all behavior
Get them started
Attitudes follow behavior
Get a small commitment; later ask for larger, congruent
one–it supports the new self-image
Use models of success
Models may be from outside or inside the group
Stories of conflict, struggle, success
These stir feelings and change attitudes
Prove achievement is within reach
Create visual images of success
Have people relive own successes
Small Successes Lead to Bigger Ones
Repeater tendency: success breeds success
Look for successes–even small ones–and encourage
Develop the art of praise to reinforce desired behavior
Make gratitude a habit; employees, customers, etc.
People starve for appreciation
Create a winning environment
Develop systems to reinforce winning
Poor companies: less than half meet company’s goals.
Good companies: most do.
Use: public commendations, give something tangible,
every success is a celebration, put it in writing if really
exceptional, be specific (this also reinforces). Do this
for customers too.
Too much reward weakens motivation
Don’t create reinforcement junkies
Praise the process as well as the result
E.g.: Someone trying hard may not be succeeding
TEAMWORK
Key is to draw people to the group, more than to the leader
Most work best in a team
Mutual loyalty develops need to belong: reward cooperation
Assign high value to communication
Group takes responsibility for own standards
Group must believe leader puts their needs first
Must be genuinely caring–develop relationship of
trust
If so, will even put up with an autocrat
Share discomfort, danger
Be consistent, keep your word, treat people fairly
Absolutely never betray a trust
Breach is fastest demoralizer
Individual must know he’s part of group, but still an
individual
The individual must count (e.g., if you salvage one
employee, it is noted by all)
Have fun–take time to keep people laughing; go away
together
Competition
Instinct to compete born in most people; strong tool
for motivation, but use sparingly
Encourage excelling, not beating
Use comparisons to inspire, not criticize
Emotions provide great drive
Anger, fear, etc.–but use with care
Must be legitimate: injustice, wrong, etc.
Provide focus and energy and pull people together
MANAGE FAILURE
Ability to deal with failure varies extremely among people
Fear of failure kills drive
Failure inevitable–must be able to remotivate after
Ability to fail is critical to success
Be aware of failure and have a plan to counteract it
People must know failure is not fatal
Responsibility but not blame
E.g. shift jobs, assign task that allows success, etc.
Plan must fit circumstances and person
Praise and Reprimand
Use both, however negative must also include instruction
Do not be punitive or mean–but be bloody direct
Must fear consequences of actions–not you
Be tough but fair; show legitimate emotions
Do not procrastinate reproof–do it immediately
If privileges removed, do so for only short time
Provide means to earn back
Purpose not to control but to guide
Point out consequences and choices
Use guilt carefully and infrequently
Troublemakers
Have an allowance for storms
A lot easier to bank a fire than build one
The stronger the group, the more likely conflict will
occur
Absorb others’ complaints–let it ventilate up, not out
Know when to step in
Appeal to people’s best side
Get to reasons: real one v. one stated
Ask for help, rather than dictating
Allow for some strange behavior
Ask self: “Is it really damaging”
Weigh contribution: sometimes life just too short to
deal with someone; sometimes they’re worth the
problem
LEADERSHIP
Keys: 1) know the people 2) generate excitement
Enthusiasm is the flywheel which carries saw through
knots
A certain excessiveness is necessary. Be intense.
Don’t be “one of the boys”: a little eccentricity even helps
Think bold–but act. Be able to communicate the dream in a
big picture. Get people fired up. Take risks.
Take criticism well, no matter how it stings. Beware hubris.
Be certain everyone is getting full value
Keep own motivation high–that is a choice
Be really committed to the program
Monitor ideas coming into your mind–kill negative ones
Associate with successful, positive people
Plan goals in writing and continually review
Helping others can be life’s greatest happiness
Be future oriented
Love it, dream it, talk it–the best is still ahead!