January/February 2004

Think Spring!

Not everyone can fly South for the winter. Some of us just have to grit our teeth (or beaks) and endure the winter’s snow and ice. If you’re not a snowbird, you may have a hard time getting motivated this time of year—and perhaps an even harder time motivating those around you. But, as you may have guessed, your buddy Trust E. Duck® has a few ideas on the topic.

Read on for some tips on motivating yourself and your employees in these final cold months of the season, and while you’re at it, think spring!


Self-Discipline Is Key
Before we talk about motivating others, let’s consider yourself. Do you ever feel like you could accomplish more if you just put your mind to it? Kerry Gleeson, author of The Personal Efficiency Program, says you can. It all boils down to discipline—the will and the drive to act immediately. People with a “do-it-now” attitude don’t make excuses or wait for tomorrow—they grab that bull by the horns. Here are some suggestions that can help you accomplish your goals:

1. Use your energy to get things done instead of to avoid them.
   Let’s face it, procrastinating wastes energy and time. Wouldn’t your effort be better used returning those phone calls or finalizing that report right now?
   
2. Make action the rule, not the exception.
   If you’re ready to break old habits and adopt new ones, try a do-it-now approach for the next 30 days. By the end of that time, you’ll find taking immediate action is no longer an effort—it’s a way of life.
   
3. Reduce interruptions so you can meet deadlines.
   Set aside a specific amount of time when you will do nothing but work on a certain project. Let the answering machine or your assistant handle your calls while you take care of more pressing matters. Your time is invaluable!
   
4. Make decisiveness a part of your lifestyle.
   Successful people make decisions quickly and take a long time to change something that they’ve already decided on. If you suffer from indecisiveness, try picturing the worst possible outcome the next time you’re faced with a decision. Could you live with the consequence? If so, go for it.
   
5. Keep your eye on the future.
   Musing on what might have been is hardly a productive way to spend your time. Focus on future projects and events. You’ll feel better and you’ll be using your time more wisely.

1. Offer all the information pertinent to the successful handling of the job.
   Employees should know the mission of the business, what projects need the most attention, and why.
   
2. Initiate easy-access communication channels.
   Even when you’re not actively soliciting opinions, ideas, and concerns, make sure there’s still some forum for open expression.
   
3. Recognize accomplishments.
   This can be done in person, via a written note, or publicly, so the rest of the company can share in the achievement.
   
4. Recognize needs.
   Be sensitive to the differing lifestyle demands of parents, disabled individuals, couples who both work full time, and others in your organization.
   
5. Nurture strong affiliations.
   An atmosphere that is non-threatening and respectful helps sustain a community and promote teamwork. Finally, keep in mind that people often know what motivates them best. Just ask.

• Economic security. This incentive motivates, by far, the most salespeople. About 47 percent of those surveyed said they performed best for financial security. Giving these people an award will do little to further motivate them. Give them cash.
  
• Control. Over a third of the females and 18 percent of the males surveyed said they wanted more control over their jobs and responsibilities. Again, awards have little meaning for this group; they’d rather get a promotion or an opportunity to be in charge.
  
• Being part of a team. Some people are best motivated by being part of an effective team. Singling them out for recognition goes against everything they believe in. Recognize the team, however, and they’re bound to perform better.
  
• Sense of accomplishment. For some workers, knowing that they are doing something worthwhile is their strongest motivator. They respond best to reassurance and pats on the back.

• Create a total culture. For a tight-knit culture, an organization must build the company’s culture piece by piece, integrating the fabric of every employee’s life.
  
• Hire right. Kelleher spent a lot of interview time talking to candidates about their personal lives. He says it provided him with better insight into the person. He focused hiring efforts on people with positive attitudes who truly enjoyed helping others.
  
• Let employees strut their feathers. Cookie cutter molds don’t work if you want employees to be motivated. Employees will be successful if you simply let them be themselves. Kelleher says work should not be a punishment; having a good time is one of the best motivators.
  
• Let them be proud. Kelleher doesn’t subscribe to processes like total quality management. Employees who take pride in their work create total quality on their own initiative.
  
• Remember who is important. How you treat your employees determines how they will treat people on the outside.

1. They are assertive. Leaders are role models who stand up for their beliefs and goals. Sure, they are part of the team, but they also must know when it’s time to be tough and take control.
   
2. They are naturally persuasive. Leaders not only know how to persuade, but they are driven to persuade. “I like to see my employees succeed,” says one sales manager, “and I get a real sense of satisfaction out of persuading them to do better.”
   
3. They bounce back. Like everyone else, leaders sometimes fail or face rejection. They don’t let disappointments stand in their way, though. Instead, they seek out the lessons to be learned and move on.
   
4. They take risks. Those who are willing to “try, dare, even make a fool of themselves,” says one expert, often end up as winners. Playing it safe at all times, on the other hand, can lead to many missed opportunities.
   
5. They empathize. Despite their drive to succeed, true leaders never forget what’s most important—people and, well, ducks. Bringing out the best in others requires empathy, compassion, and understanding.

• Be credible. Employees must view managers and their viewpoints as credible and trustworthy. If a manager doubts his or her own confidence and abilities, employees will doubt them too.
  
• Establish common ground. Never assume that your staff understands the advantages of what you’re trying to persuade them to do. Explain in detail that what you are doing is of shared concern. Address the concerns and feelings of others when making a persuasive argument.
  
• Show them the evidence. You need compelling evidence to win over employees. Spell out every advantage and intended outcome in your evidence. Convince them with facts that they understand and believe.
  
• Show some emotion. Managers who truly believe in their position can persuade others through their passion and sense of urgency that their project has wings.