Always Changing

We get bored with the “same old – same old” so we change. We face a conflict or controversy so we do something different the next time by changing. We learn about a new product or service that peaks our interest and we try it, so we have changed.

High achievers reach for change, they get excited about change, and they do something that others don’t – they find energy and motivation in change. Often bored with the status quo they innovate. They don’t procrastinate or hesitate, instead they get things started by doing something great.

Successful people change, not by force, but by desire.

When was your last change?

- DEG

Leaders as Beginners

Sometimes the word leadership feels like it is overused, misused, and possibly abused. Recently I wrote a couple of blogs related to fear, such as the Fear of Choices and Fear of Success. This is another one to add to the list of things we fear. Often “leaders” fear being a beginner.

Leaders know everything. Leaders are the best of the best. Leaders have all the answers – right? Well, not exactly.

Let me give you something thought provoking. Do you know any “leaders” who avoid one or more of the following:

• the latest cellular telephone platform
• social media engagement and tools
• electronic media/marketing

Everybody starts somewhere, leaders – lead.

Being a winner starts as a beginner!

- DEG

The “C” Word

Following a recent keynote speech someone in the elevator at the conference center commented to me that one of the items she found valuable was the idea of never using the word “criticism.”

In the workplace we have an obligation to help our peers, direct reports, and even supervisors to improve team performance through feedback. Too often these conversations start with the words “constructive criticism.”  Recipients of these words almost always will put up their self-defense barriers resulting in a high anxiety conflict bearing conversation that neither party enjoys or finds beneficial. Think constructive feedback or even coaching, but don’t think or say criticism.

Make feedback work for you and for your team!

- DEG

Appreciating Employees

During leadership training workshops I will often ask participants when was the last time you heard "good job" or "nice work", responses are sometimes surprising. I believe that this is one of the most fundamental ways to help build the team and inspire direct reports, co-workers, and even your boss. How appreciative is your workplace? When was the last time you heard this? (On LinkedIn? Take the poll, it is quick, easy, fun, and free!)

Change Management and Employee Motivation

Poll results are indicating that change management skills and employee motivation are top runners for the most important leadership skills. Take the poll. What are your thoughts? Are there specific skills outside of those listing on the poll that you feel are important for leaders during these tough economic times?

Employee Motivation

What drives motivation? How can we get our employees to be more motivated? Is motivation entirely driven from within or can people be trained or coached to gain more motivation?

There are at least three issues driving employee motivation:

1) The employee’s intrinsic desire to perform
2) Length of time spent with an organization in the same job
3) Understanding or buy-in of organizational goals and objectives

Intrinsic desire to perform is arguably the hardest issue to deal with. However examining the circumstances of each individual may unveil sources of motivation. Often employees claim that their number one motivator is pay. Typically with a deeper investigation we find that pay may rank in the top three, but is not the number one motivator. After all, we can always find a job that pays more if we are willing to endure a change in commute, work hours, or risk.

Length of time spent within the same job at the same organization often tells a story about motivation. Many employees will be very motivated during the first one or two years, then years three through eight they experience a drop in motivation. Many start to regain lost motivation around year nine or ten as they have more vested interests in the organization. They may be in a position where they do not wish to change jobs at this point in their career or they may simply feel a deeper sense of belonging and genuine interest in the success of the operation. How can these values be engrained in employees earlier in their tenure?

This brings us to the third motivation driver. The employees’ understanding of why the organization exists. Why does it produce a certain product or provide certain services? Often the organization founders are entrepreneurs who were deeply motivated and genuinely believed in the product or services. Sharing that belief, desire, and motivation to succeed often yields employees gaining similar interests. Driving these organizational values downward and outward throughout the organization spreads motivation. Remember that employee attitudes are contagious and employees with a positive outlook on organizational success will drive the motivation.

Ask your employees if they know the organization mission, vision, or values statements. Incorporate employee orientation programs that spread knowledge early and revisit values frequently throughout employee tenure. Model positive belief in goals and objectives, and make enthusiasm for job performance a cultural value.

How do you rate your level of motivation? Is motivation a problem with employees in your organization?

Leadership Skills

What leadership skill do you think is most important during these challenging economic times?

Take the poll - see your results!