Right Attitudes

Ideas for Impact

Great Manager

Does Money Always Motivate?

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Does Money Always Motivate? Most credible studies by psychologists and economists have indicated that money alone doesn’t accomplish much when you want to add motivation over the standard effort.

By and large, money contributes considerably to happiness as people move up from poverty. It contributes to happiness more modestly as income reaches the community’s norm. Beyond that point, money only adds a little to happiness.

People indeed welcome a raise and regret a decline. But most adapt to their change in circumstances, and the change doesn’t markedly affect their happiness over time.

This being said, ask people if they’re willing to change their job for a better one in virtually every aspect they can imagine—better environment, cooler technology, more exciting products, and broad scope for self-development—but with lower money offer, few would give in.

Idea for Impact: The money-as-a-motivator premise has some validity, but it’s not all-encompassing. For the most part, the dominant motivator for many employees is meaning—the prospect of learning and growing, engaging in stimulating work, and getting recognition for achievements.

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Consistency Counts: Apply Rules Fairly Every Time

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Consistency Counts: Apply Rules Fairly Every Time It’s confusing when managers are strict one day and super chill the next.

Your employees get bummed out when it’s “by the book” one day and “anything goes” the next.

No matter how your day’s going, stick to the company rules and procedures. Keep it consistent, and it’ll be way less stressful for your team.

The same goes for customers. For example, consider how dealing with airline customer service can be a real headache, especially regarding baggage size rules. It’s like stepping into a game of roulette where different people and locations play by entirely different sets of rules. What’s acceptable at one airport becomes a baggage debacle at the next stop, turning the baggage ‘rules’ into a guessing game, even with the same airline.

Consistency in sticking to company policies is a big deal for keeping things stable and trustworthy.

When your employees and customers see you playing it fair and square all the time, they know what to expect.

  • Create clear documentation and implement robust training programs for employees.
  • Keep leadership messaging consistent and on point, foster a culture of compliance and accountability across all levels of the organization, and regularly audit policy adherence, incorporating it into performance metrics.

Idea for Impact: Stay Consistent, Stay Fair. Stay on the same page, reliably and uniformly. Staying consistent with policies is key to building solid relationships with your employees and your customers.

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Talk to Your Key Stakeholders Every Week

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Stay Connected, Stay Informed: Weekly Conversations with Key Stakeholders Get into the routine of catching up with your key stakeholders from various roles regularly.

You don’t need to have long meetings—even just a quick ten-minute chat can do wonders.

Think of it like doing regular walk-abouts to keep your ear to the ground. You’ll stay in the loop and spot any areas that need attention.

Plus, you’ll strengthening relationships. Being accessible and open to listening encourages people to speak up and deal with issues then and there. You’ll nip problems in the bud.

Idea for Impact: Stay connected, stay informed. Being open goes a long way.

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Bringing out the Best in People through Positive Reinforcement

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Aubrey C. Daniels’s Bringing out the Best in People: How to Apply the Astonishing Power of Positive Reinforcement (2016) stands out as one of the most practical and comprehensive handbooks I’ve encountered on effective management techniques by a behavioral psychologist.

'Bringing Out the Best in People' by Aubrey Daniels (ISBN 1259644901) Central to Daniels’s approach is a management system rooted in positive reinforcement, which he argues leads to significant and measurable outcomes in both the short and long term. He contrasts this with traditional methods of punishment and criticism, which he finds to be ineffective and counterproductive. Instead, he advocates for praise and rewards to drive lasting behavioral change and enhance productivity. Drawing on principles from behavioral psychology, the book provides actionable strategies for implementing positive reinforcement effectively, fostering an environment of appreciation and support, and unlocking individuals’ full potential. Now in its third edition, it also offers insights into organizational change and establishing fair performance standards tailored to each person.

Here are some key takeaways from the book:

  • Incentives Drive Behavior. People don’t do what you tell them; they do what gets them a reward. “Managers must understand why people behave as they do with the same depth that scientists understand gravity” and align desired behavior with organizational objectives. Don’t “find fault or place blame, but analyze why people are behaving as they are, and modify the incentives to promote the behavior you need.”
  • Value What They Value. Positive reinforcement proves to be the most effective method for motivating individuals. It extends beyond mere monetary rewards or verbal praise; it encompasses anything of value to an employee. For instance, allowing an employee to dedicate some time to working on a favorite feature can serve as a form of reinforcement.
  • Consistency Shapes Behavior. Positive reinforcement has to be an everyday affair. It is most effective when it occurs immediately, is specific, and happens frequently. (Studies indicate that children with ADD and learning disabilities can maintain focus for extended periods while playing video games that offer 85 positive reinforcements per minute.)
  • Pure Praise, No Prompts. Positive reinforcement loses its effectiveness when followed by criticism (such as in “but, you need to improve X, Y, Z”) or suggestions for improvement because it dilutes the impact of the praise and can create confusion or mixed signals for the individual receiving feedback. “Do not use the occasion for praise as an opportunity to prompt or instruct.” The popular sandwich feedback technique has many pitfalls.
  • Bringing out the Best in People through Positive Reinforcement Regular Talks = Better Performance. Plan, give feedback, and adapt weekly. Hold weekly planning and feedback sessions. Relying solely on monthly reinforcement offers only 12 chances per year to influence someone’s performance. The annual review and bonus process doesn’t give employees the chance to make adjustments when it’s most crucial.
  • Reward High Performers; Redirect Others. Managers should prioritize recognizing and reinforcing the efforts of high-performing employees rather than solely focusing on addressing issues with underperformers. When dealing with employees who are not performing well, allocate a limited amount of time to address factors such as lack of necessary skills or abilities, inherent personality traits, or deep-seated behavioral patterns. However, if despite considerable effort there is only marginal improvement, it’s best to minimize losses by suggesting that their strengths may be better utilized in a different role. Assist them in finding a position that suits them better.
  • Continuously Refreshed Goals = Fresh Motivation. After reaching a goal, individuals may lose motivation due to complacency, like students after an “A” grade. To combat this, set new goals, offer feedback, recognition, and incentives, and foster a culture of continuous improvement to sustain motivation and drive progress.
  • Coercion Kills Motivation. An authoritarian or coercive “do it or else” demand typically only prompts individuals to perform at the minimum level required because it instills fear or compliance rather than genuine motivation. When faced with threats or coercion, people often focus on avoiding punishment rather than striving for excellence. This approach stifles creativity, initiative, and intrinsic motivation, resulting in minimal effort and limited engagement.
  • Clear Targets, Unstoppable Momentum. To motivate employees, establish a transparent method for measuring achievement. This encourages self-motivation. For instance, a software programmer’s performance could be measured by the number of bugs fixed, with extra recognition for addressing severe issues, or by the volume of documentation produced.

Recommendation: Quickread Aubrey C. Daniels’s Bringing out the Best in People. The book thoroughly reinforces principles and highlights the transformative impact of recognizing and reinforcing desired behaviors, benefiting both individuals and organizations. Enhance your team management by implementing systems and structures that effectively reinforce individuals in alignment with organizational goals.

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Fostering Growth & Development: Embrace Coachable Moments

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Fostering Growth & Development: Embrace Coachable Moments To make coaching a dynamic part of your workplace culture, encourage managers to seamlessly weave coaching and feedback into their daily interactions with employees. This not only saves time by preventing avoidable issues but also propels employee growth.

Coaching opportunities often spring up when there are unexpected twists or triumphant moments. Managers should invest time observing team members in action, whether they’re in the field or on the phone, engaging with customers and prospects. This observation uncovers hidden insights and provides an impartial view. It’s a tricky task for individuals to self-diagnose while deeply immersed in their tasks.

In addition to these impromptu coaching moments, managers can schedule coaching sessions to create a safe space for individuals to explore their thoughts and challenges. This fosters self-awareness, precise self-evaluation, and enhanced problem-solving skills.

To identify coachable moments with staff, managers should consider questions like, “Is this situation urgent?,” “Could it offer valuable learning?,” “Is the individual receptive to this conversation right now?,” and “Am I available for this discussion?”

Moreover, celebrating achievements, no matter their size, provides an exciting opportunity for coaching to strengthen the behaviors that led to success.

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Why Hiring Self-Leaders is the Best Strategy

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The best leaders understand the power of self-leadership. When you have a team of self-leaders, you can step back and let them do what they do best—lead themselves.

To build a team of self-leaders, look for naturally curious, driven, and goal-oriented individuals. Seek out people who can work independently and collaborate with others when needed. These folks only need a little hand-holding, are self-motivated, and take the initiative without being told what to do.

Idea for Impact: With a team of self-leaders, you can focus on the bigger picture and trust that the day-to-day tasks are handled with care. So, consider hiring a team of self-leaders to take your organization to new heights. They’ll get things done efficiently and effectively while freeing you up to focus on what matters most.

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From the Inside Out: How Empowering Your Employees Builds Customer Loyalty

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At a time when apathy and distrust are so endemic in many organizations, some companies have nurtured employee loyalty to create customer loyalty flourish. The following case studies will substantiate the cultivation of a positive work environment that prioritizes employee recognition and support invariably results in exceptional customer service.

The Nordstrom Way: Enabling Employees to Have the Freedom and Vision to Become Self-Directing

Nordstrom’s founders created a culture that prioritized a “worshipful relationship” with its luxury department store customers and empowered employees to do everything they could to please them. The Nordstrom Handbook emphasizes outstanding customer service and encourages employees to set high personal and professional goals, expressing confidence in their abilities. The company’s Rule 1 reads: “Use good judgment in all situations. There will be no additional rules. Please feel free to ask your department manager, store manager, or division manager any question at any time.” Nordstrom’s success is a testament to empowering employees and supporting policies prioritizing exceptional customer service.

Flying the Fun Skies at Southwest Airlines: Giving Employees the Freedom to Deliver a Great Brand Experience

Southwest Airlines achieved great success early on due to its committed and motivated workforce. Founder Herb Kelleher recognized the importance of prioritizing employee satisfaction to create a culture of caring for one another and providing excellent customer service. Kelleher famously said, “The business of business is people—yesterday, today, and forever. If the employees aren’t satisfied, they won’t provide the product we need.”

To create a positive work environment, Southwest Airlines encouraged fun among its employees, setting it apart from other airlines that were considered dull and unappealing. Celebrating employees and their families is deeply ingrained in Southwest Airlines’ culture, and it is evident in the prominent display of pictures capturing these special moments throughout their office spaces. This people-centric culture helped the company attract and retain talented workers passionate about their jobs and provide top-notch customer service, which made flying with the airline a fun experience. Despite the potential cost savings, Kelleher remained committed to celebrating employees with parties, banquets, gifts, birthday cards, and outings, citing the value of having the fewest customer complaints in the industry.

Beyond the Call of Duty: Ladies and Gentlemen Serving Ladies and Gentlemen at Ritz-Carlton

The Ritz Carlton is renowned for its exceptional customer service, with the empowerment of employees being a critical factor in their approach. The company’s philosophy of “Ladies and Gentlemen Taking Care of Ladies and Gentlemen” highlights the importance of treating customers and employees with respect and dignity. Regardless of their rank and title, employees can spend up to $2,000 per day per guest without seeking supervisor approval to solve problems and deliver personalized and unforgettable guest experiences. This approach may seem costly, but it empowers employees to use their judgment to create memorable and personal experiences for guests. One of my friends enjoyed staying at a Ritz-Carlton hotel a few months ago, where he ordered a burger and a milkshake. Unfortunately, the hotel did not offer milkshakes, so he settled for a glass of water. However, to his amazement, the waitress surprised him with a milkshake to accompany his burger. She went the extra mile without being prompted by scouring the kitchen for milk, ice cream, and cold milk to create the shake.

Idea for Impact: Empowering Employees is a Strategic Approach That Yields Significant Benefits

Empowering employees goes beyond providing the necessary tools and training; it fosters a culture of trust, autonomy, and ownership.

How you treat your employees directly impacts how they treat your customers. When you prioritize making your staff feel appreciated and supported, they are more likely to provide exceptional customer service. A positive work environment can foster innovation and creativity within your organization while attracting and retaining top talent.

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The #1 Tip for New Managers to Succeed

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New managers are under pressure. Most managers are underprepared for the transition into new roles—and undersupported during them. In fact, the revolving door is turning more swiftly as companies are seeking quick results. New managers must immediately tackle challenges and demonstrate their competencies instead of having a grace period to find their footing and mull changes.

When taking on a new management position, adaptability to the unique culture and ways of doing things is the key to success. You must quickly throw yourself into the work and learn who’s who, who does what, and how your company operates.

Idea for Impact: Balance the pressure to show results quickly, understanding what significant changes are needed. First, talk to your constituencies (internal and external customers, competitors, leaders, employees) and lay out a road plan for the next three months, one year, and three years. Manage expectations and don’t overcommit.

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Treat Employees Like Volunteers

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Treat your employees as volunteers—as if they’re free to leave at any time. Volunteers want to connect to a mission. They want to make an impact by investing their time and energy because they want to, not because they need to. Moreover, unlike employees, volunteers aren’t constrained by the command-and-control structure.

You’ll pay greater attention to the non-monetary needs of your employees, and you’ll better align your goals and their goals. You’ll be more intentional, preferring transformational motivation, not transactional motivation.

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When Implementing Change, You’ll Encounter These Three Types Of People

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'Change is like a Slinky' by Hans Finzel (ISBN 1881273687) To successfully make changes in your workplace, you’ll need to have everyone on board. But don’t try to get them all to accept change at once. Not everyone responds to change similarly; some employees will not react well to it initially.

According to Hans Finzel’s Change is Like a Slinky Paperback (2004,) you must anticipate your allies and adversaries. Determine which of these three groups each of your employees belongs to and adapt.

  1. The Innovators and Early Adopters. Some people love the challenge of change for its excitement and the opportunity to spearhead change. These employees can research the topic, develop prototypes, and act as “change ambassadors” to motivate people further down the hierarchy.
  2. The Careful Majority. Most employees will support change once they’re reasonably confident it’ll succeed. Demonstrate to skeptics what the change will represent and how it will benefit them and the company. Acknowledge concerns—both the spoken and unspoken—and the discomfort of being in unfamiliar territory while focusing on what’s within their control. Eventually, the majority will follow the early adopters’ lead.
  3. The Holdouts. A few employees may resist—and even sabotage—change because they feel uncomfortable about it, don’t believe in it, or can’t see any benefits in it for themselves. If their contentions are worth the time and energy to debate and discuss, make a fair effort to gain alignment on perspective and resolution on position, but be firm with your strategic direction. Get key organizational leaders to give these dissenters reasons and opportunities to get on board, but let them know the price if they don’t accept change.

Idea for Impact: The best managers understand that each employee has different skills, sentiments, wants and needs—and work to put each employee in a position to feel valued and contribute.

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