How to be a motivational manager
How to be a Motivational Manager Some other titles from How To Books Psychometric Tests for Graduates Gain the confidence you need to excel at graduate-level psychometric and management tests Practice Psychometric Tests How to familiarise yourself with genuine recruitment tests and get the job you want Management Level Psychometric & Assessment Tests Everything you need to help you land that senior job How to be Headhunted The insiders guide to making executive search work for you How to Write a Great CV Prepare a powerful CV that really works How To Books Ltd Spring Hill House Spring Hill Road Begbroke, Oxford OX5 1RX email: info@howtobooks.co.uk www.howtobooks.co.uk How to be a Motivational Manager a n e s s e n t i a l g u i de f or l e a de r s a n d m a nag e r s w h o n e e d to g e t fa s t r e s u lt s w i t h m i n i mum s t r e s s Alan Fairweather howtobooks Published by How To Content A division of How To Books Ltd Spring Hill House Spring Hill Road Begbroke, Oxford OX5 1RX Tel: (01865) 375794 Fax: (01865) 379162 email: info@howtobooks.co.uk www.howtobooks.co.uk All rights reserved No part of this work may be reproduced or stored in an information retrieval system (other than for the purposes of review), without the express permission of the Publisher given in writing The right of Alan Fairweather to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 © 2007 Alan Fairweather British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library First published in electronic form 2007 ISBN 978 84803 217 Cover design by Baseline Arts Ltd, Oxford Produced for How to Books by Deer Park Productions,Tavistock Typeset by Pantek Arts Ltd, Maidstone, Kent NOTE:The material contained in this book is set out in good faith for general guidance and no liability can be accepted for loss or expense incurred as a result of relying in particular circumstances on statements made in this book Laws and regulations are complex and liable to change, and readers should check the current position with the relevant authorities before making personal arrangements Contents Tough enough to care Is this what you call feedback? The facts speak for themselves Why don’t we it well? Successful managers don’t make it hard How to win the championship The Five Factors of Success Start thinking in a different way The Five Factors of Success: Factor – Mind Control Factor – Belief Factor – Energy Factor – Rapport Factor – Courage You can’t make people what they’re not Pick the right people Know what you’re looking for What you’re really, really looking for Send for the Famous Five Before the interview The interview process Spend some quality time 1 11 19 23 27 27 30 31 34 35 38 43 44 51 51 56 60 68 70 78 79 87 92 94 99 105 Why it? Challenges to team quality time Acknowledgement How to it Dealing with concerns Conclusion v vi / HOW TO BE A MOTIVATIONAL MANAGER Two types of feedback How you feel about feedback? How does everyone else feel? Keep it simple Confirming feedback Productive feedback What to when one of the team isn’t performing well The way to coach How to make feedback effective Be a Believer Get someone else to your work Why use Empowerment Unleash the power Let people know what’s happening Leave them alone Decide the boundaries Accountable and responsible What you expect is what you get Power Listening The early days 17 barriers to effective listening Benefits of listening Steps to Power Listening The secret language Problems can be a problem Be careful how you spend your time Business problems – people problems Recognising people problems What kind of problem is it? Whose problem is it? 106 106 107 109 109 111 113 123 126 135 135 138 139 140 142 143 146 147 155 155 159 166 167 174 178 178 180 181 184 194 CONTENTS / vii Give Them What They Want What they want? Theory x and theory y What about your manager? Hertzberg’s Two Factor Theory Maslow’s Hierarchy of Needs Factors in employee motivation Summing up 201 201 202 204 206 209 211 220 Index 223 This page intentionally left blank Tough enough to care IS THIS WHAT YOU CALL FEEDBACK? ‘You little b*****d What kind of job you call this? You’ve made a complete f*****g mess of these clips Get them fixed you useless little b*****d and I need them today!’ These were some of the first words I heard on the first day of my working life I’m glad to say they weren’t directed at me personally but at one of my hapless fellow apprentices in the training department of a Glasgow engineering factory The person handing out the verbal abuse was our beloved supervisor, Tommy Of course, Tommy wouldn’t regard his tirade as verbal abuse, it was just the way he communicated his instructions to us when he was unhappy Come to think of it, he communicated the same way when he was happy In my eyes, Tommy had replaced my schoolteacher as the person who kept me right, told me what to and was responsible for my engineering education I went home on that first day near to tears and desperately regretting the lack of study that would have taken me on to university or college However, college or not, I would still have to face, at some time in my life, the world of work and the people who would manage and supervise me Maybe not every supervisor would be like Tommy; sad to say, many were – GIVE THEM WHAT THEY WANT / 215 motivated to their job well because they’re in a really secure job However, the majority of employees feel secure in their jobs and it isn’t a major factor in motivation The managers rated promotion and growth as the third most important motivating factor And again this is a motivator for some people They work hard and apply themselves with the sole goal of being promoted and growing within the organisation The majority of employees don’t regard this as a motivating factor as they have either no desire to be promoted or they see it as an unattainable goal Let’s look at what employees regard as their most important motivating factors Interesting work The work itself is the most important motivating factor for the majority of employees If they like what they do, then they’re more likely to it better If they find their work interesting, then they will wake up in the morning wanting to get to work and make a difference You might be thinking, ‘What if they don’t like their work? How am I supposed to motivate them?’ Obviously you can offset their lack of job satisfaction by taking some of the actions we’ve looked at earlier Spend quality time with them, give them Confirming feedback and empower them However, there are other practical actions you can take to make a team member’s job more interesting: • Vary the jobs they do; • Give them more responsibility; • Give them some of your tasks; • Ask them to train or mentor another member of the team; • Ask them to sit in occasionally on management meetings; • Give them further training 216 / HOW TO BE A MOTIVATIONAL MANAGER I’ve mentioned several times about the demotivated telesales team I inherited Before I took over, the main task for the people in this team was to phone pubs, clubs, bars and hotels They obtained the customer’s order for different kinds of beer and entered the details into the computer system Here are some of the actions I took to make the job more interesting for individuals and for the group: • Christine was promoted from supervisor to team manager • Two members of the team were promoted to team leaders, leading a team of seven • A range of incentives, product promotions and team competitions were introduced • Each member of the team spent time with a field sales person visiting customers • Product knowledge sessions were conducted to give the team a better understanding of the different beers sold by the company • New products were introduced, including soft drinks, wine and spirits • Everyone attended a wine appreciation seminar • Friday afternoons were designated as party times (with the work still getting done) • The team became involved in fundraising activities and charity events • The team took part in a national telesales competition (they came second) Many other things took place with the objective of making the job more interesting – of making it fun! This is probably a totally different business from the one you work in but I’m sure you could produce your own list that would make your team members’ jobs more interesting and much more fun – GIVE THEM WHAT THEY WANT / 217 Nobody motivates today’s workers If it doesn’t come from within, it doesn’t come Fun helps remove the barriers that allow people to motivate themselves Herman Cain (American businessman, founder of Godfather Pizza) Appreciation The second most important motivation factor that employees rated was appreciation for work done This brings us back to Confirming feedback; employees want to be told when they’ve done something well Let’s face it, everyone wants to know when they’ve done well; children, teenagers and your nearest and dearest In the workplace, it’s not about telling people once a year or every six months at their formal appraisal; it’s about doing it every time you experience a member of your team doing something well Remember what we said earlier: ‘You get more of what you reward.’ If you reward a team member with some Confirming feedback, they will be highly motivated to the same thing again and it better There are also practical things you can to show appreciation: • The occasional gift • Time off work • Gift vouchers • Personal thank you letters • A mention in the company newsletter or magazine • Attend corporate events 218 / HOW TO BE A MOTIVATIONAL MANAGER Some of the things I used to for my telesales team: • Took cakes or doughnuts when I visited the team • Organised a letter from the Chief Executive when an individual or the team had performed well • Sent members of the team on any corporate events that were organised for customers • Organised a scheme where people could win gift vouchers based on individual and team performance • Delivered flowers on a birthday or any other important day • Seasonal celebration days such as Christmas or Easter I’m sure you could come up with many more tangible things you could to say ‘thank you’ to your team However, a few words of warning; never use any incentive or A genuine word of thanks gift as a replacement for Confirming delivered in the correct way feedback A genuine word of thanks is worth far more in terms delivered in the correct way is worth of motivation then any tangible far more in terms of motivation then gift or bonus any tangible gift or bonus A feeling of being in on things The third factor that employees rated as important in motivation was a feeling of being in on things, of being involved in the business Employees want to know that what they has an influence on the success of the Employees want to know that what team and the business They will they has an influence on the be highly motivated if they success of the team and the business understand that they are actually making a difference Employees also want to be asked their opinion; they realise that you may not always be able to implement what they suggest but they will feel valued if you ask and consider what they say – GIVE THEM WHAT THEY WANT / 219 That’s why it’s so important to spend quality time with each member of your team; we looked at this in Chapter It gives you an excellent opportunity to get feedback from each person It allows you to tell them how the team is performing within the organisation and how they contribute to organisation as a whole Here are some practical things you can to satisfy a team member’s need to feel in on things: • Let them attend meetings • Give them all the information and let them run a briefing meeting • Ask for opinions • Report back on their feedback to you Some of the actions I used to take with my team: • They all attended a weekly briefing meeting • They attended monthly sales meetings with the field sales team • They attended the national sales conference • They attended meetings with the technical engineers • They were encouraged to suggest how we might better serve our customers • They were consulted on how best to run a product promotion Again I’m sure you could come up with many ideas that would be relevant to your business Hire the best Pay them fairly Communicate frequently Provide challenges and rewards Believe in them Get out of their way and they’ll knock your socks off Mary Ann Allison (American author) 220 / HOW TO BE A MOTIVATIONAL MANAGER SUMMING UP All of the motivation theories we’ve looked at have their flaws and detractors However, they give you some guidelines as to how you can create a motivational environment for your people Your team members will be motivated by different factors and that’s why it’s so important to spend quality time with them and to get to know them You need to understand your team members from a business point of view and a human point of view If you have a team member who’s going through personal problems outside the workplace, then they’re unlikely to be motivated at work by any of the factors we’ve just looked at In Maslow’s Hierarchy of Needs their Security needs must be satisfied before they can move on to anything else You must also remember that the members of your team are not robots, they are complex human beings That’s why I said right at the start of this book that the job of the Motivational Manager can be difficult These humans all see the world in a different way You may be motivated by a specific factor but they may not You may be motivated to develop and grow in the organisation but they may just want to enjoy their job and be appreciated for what they Ironically, the factors that managers rated highly as motivators are often hard to achieve It’s probably extremely difficult for you to increase a team member’s salary I’m also sure that you can’t much about their job security And you certainly can’t ensure that they all get promoted and grow in the organisation What you can much more easily and at very little or no cost is: • Make their job more interesting by giving them some new tasks; • Give them feedback and appreciation for what they do; • Make them feel in on things by Power Listening and speaking with them on a regular basis – GIVE THEM WHAT THEY WANT / 221 As I’ve said before, I’ve done this job; I’m not a social psychologist or an academic I know how tough it is and I appreciate the challenges you face I’ve used all techniques we’ve looked at in this book They worked very successfully for me and I know they will work for you I wish you every success This page intentionally left blank Index A P Cusella, 157 Abraham Lincoln, 81, 149 Abraham Maslow, 209 acknowledgement, 92, 93, 94, 98, 108, 138, 191 actively listen, 168 Al Pacino, 27 Aldous Huxley, 57 appreciation, 212, 213, 217 apprentice engineer, 18, 58 ask questions, 172 assertive, 67, 205 attitude, 30, 99, 124, 189, 190 auditory sense, 165 be a believer, 201 belief, 34, 35, 51, 63 body energy, 35, 64 body language, 74, 76, 97, 102, 151, 153, 162, 168, 173, 175 brain energy, 35, 64 business level, 41, 84, 96, 99 Carl Rogers, 155 change unacceptable behaviour, 126 Charles Caleb Colton, 158 coaching, 27, 45, 85, 120, 123, 126, 130, 131, 133, 152, 192 communicate to your manager, 91 communicating instructions, 90 competencies, 112 concerns, 99, 159 Confederation of British Industry, confirming feedback, 109, 123, 127, 138, 144, 153 Cortisol, 36 courage, 31, 43, 44, 60, 66, 90, 91, 115 culture, 12, 16, 39, 61, 134, 138, 151 customer complaint, 36 customer service, 52, 53, 72, 80, 83, 144, 185 Daniel Goleman, 25 David Beckham, 17 de-motivate, 50, 113, 114, 127, 147, 188, 207 descriptive, 124, 125, 128, 129, 130, 134 direct speech, 168 Donald Trump, 16 223 224 / HOW TO BE A MOTIVATIONAL MANAGER Douglas McGregor, 202 Dr Albert Mehrabian, 175 Dr Phillip C McGraw, 82 dress down, 96 genuine compliment, 109, 111 get input, 131 good communications, 65 good relationships, 41, 66, 72 emotional intelligence, 25 emotional skills, 25 emotions, 13 empathy, 66, 103 employee motivation, 211 employee of the month, 39 empower, 138, 146, 215 empowerment, 136, 137 energy, 31, 35, 64 enthusiasm, 66 esteem or ego needs, 209 exercise, 37, 38, 64 Henry Ford, 29, 180 Herman Cain, 217 Hierarchy of Needs, 209 how they see it, 39, 122 human level, 22, 41, 42, 96, 97, 99 human resources, 51, 112 hygiene factors, 206 feedback, 2, 39, 55, 79, 85, 105, 106, 109, 111, 123, 124, 126, 1127, 133, 153 field sales manager, 188 field sales people, 89, 108 fields sales engineers, 178 first written warning, 203 Five Factors of Success, 30 focus on one thing at a time, 129 focussing on specific behaviour, 125 formalised appraisal, 109 Frederick Hertzberg, 206 Frosty Westering, 25 G R Bell, 157 G T Hunt, 157 Gallup Management Journal, 9, 112 ‘I’ messages, 129, 130 ignored behaviour, 113 improve temporarily, 118 inbuilt programs, 36, 48, 150 interesting work, 212, 215 interpersonal skills, 52, 74 interviewing, 33, 51, 52, 59, 65, 68, 70, 83, 120 Jack Welch, 16 Jan Carlzon, 143 jargon, 163 Jay Leno, 55 job security, 16, 206, 208, 209, 212, 214 John Wooden, 20, 23, 27, 32, 60 Jose Mourinho, 24 Karl Albrecht, 11 keep an open mind, 169 keep eye contact, 171 keep it simple, 109 Kenneth Blanchard, 87 kinaesthetic, 165 INDEX / 225 leadership skills, 15 Lenore Jacobson, 148 listen, 72, 100, 156, 174 listening, 38, 40, 48, 65, 100, 121, 156, 157, 158, 159, 166, 198 make mistakes, 31, 44, 67 makeup of an x manager, 204 Manchester United, 17 Mary Ann Allison, 219 Maslow hierarchy, 209 mediocre managers, 11 Men’s Health, 24 Michael LeBoeuf, 110 middle managers, 11, 51 Mike Krzyzewski, 21, 23 mind control, 30 mix with the team, 41 motivate people at work, 138, 201 motivating factors, 206 motivation problem, 191 motivation theories, 202 motivators, 86, 208, 220 negative, 29, 30, 39, 95, 151, 190, 194 old style management, 61 old style managers, 50 Open University, 15 oral communication, 158 outcomes, 47, 48, 52, 56, 59, 67, 78, 111, 133, 184 ownership, 101, 138 people problems, 180, 181 performance review, 47, 85 personal questions, 90 persuasive, 66 Peter F Drucker, Peter Schmeichel, 24 physiological, 209, 210 poor behaviour, 114, 115, 116, 120, poor managers, 14, 16 poor performance, 115, 120 poor service to customers, 118 positive, 30, 35, 86, 95, 103, 151 Power Listener, 158, 173, 174 praise, 92, 108, 111, 138, 153 presentation skills, 85 problem of conflict in the team, 199 problems, 17, 62, 73, 79, 84, 98, 99, 100, 102, 143, 166, 178, 179, 181, 188, 194, 196 producing the results, 125 Productive feedback, 124, 128, 132, 134 professional speakers, 84 programming, 4, 31, 43, 59 Pygmalion effect, 148, 152 quality time, 20, 78, 79, 87, 89, 94, 105, 187, 201, 220 rapport, 31, 38, 65, 78 rapport building skills, 42 reacting, 35 receiving feedback, 107, 108 recognition, 39, 92, 138, 209 reframing, 193 regional sales manager, 46, 178 reinforce behaviour, 126, 133 226 / HOW TO BE A MOTIVATIONAL MANAGER relax the applicant, 70 reprimand, 87, 117, 118, 119, 123, 127 Richard Branson, 26 Robert Rosenthal, 148, 153 Robinson Crusoe, 209 Roy Keane, 17 safety needs, 209, 210 sales job, 5, 8, 55, 59, 61 sales managers, 144 sandwich technique, 132 Scotty Bowman, 17, 23 self motivation, 63 self-actualisation, 209, 210 self-fulfilling prophecy, 148 self-worth, 132 set the scene, 70 silent messages, 151 Singapore, Sir Alan Sugar, 16 Sir Alex Ferguson, 17, 24, 32 skill problem, 187, 189 smile, 95 social or affiliation needs, 209 Southwest Airlines, 49 Spencer Johnson, 87 spend time, 67, 78, 85, 86, 87, 99, 105, 111, 181 sports coach, 20, 56, 91 staff absence, 10 Stephen Covey, 167 strengths, 45, 46, 184 strengths and weaknesses, 31, 183 stress, 10, 20, 25, 29, 31, 36, 37, 80, 117, 118, 133, 146, 154 successful entrepreneurs, 42 successful manager, 17, 20, 21, 43, 49 successful managers, 11, 15, 16, 19, 20, 25, 27, 29, 91 successful sports coaches, 21, 23 talent, 27, 56, 58, 59, 60, 68, 73, 74 Team Leaders, 11 telesales team, 34, 38, 43, 68, 192, 207, 216, 218 The Secrets of Team Motivation, 201 The Apprentice, 16 the eyes have it, 77 The Four Factor Theory, 153 The Human Side of Enterprise, 202 the most important relationship, 29 The One Minute Manager, 87 the right person for the job, 185, 189 The Society for Human Resource Management, things that people may want from their jobs, 212 think, don’t react, 183 thinking, 27, 28, 29, 35, 36, 39, 58, 67, 73, 99, 160, 164, 183 Tiger Woods, 15, 27 touchy-feely stuff, 109 tough enough, 25 training, 12, 14, 15, 18, 27, 45, 65, 152, 158, 184, 186, 187 trust your team, 50 two factors that identify a successful manager, 19 INDEX / 227 up as well as down, 133 values and ethics, 63 Vince Lombardi, 17 visual sense, 165 Warren G Bennis, 50 Wayne Graham, 24 weaknesses, 33, 44, 46, 184 what kind of problem, 184 when it’s their problem, 198 when it’s your problem, 196 who runs your mind, 31, 39, 47 whose problem is it, 181, 194 William Frederick Book, 181 William Hewlett, 22 win-win, 122, 199 words to avoid, 102 working conditions, 208, 213 writing, 156, 157, 171 you can’t make people what they’re not, 44, 184 you don’t win them all, 44, 92 you get more of what you reward, 110, 217 ‘you’ messages, 129 your manager, 34, 35, 43, 45, 47, 48, 51, 113, 139, 140, 145, 204 your style of management, 54 your team want to know, 82, 141 This page intentionally left blank Need a Dynamic Speaker? Alan Fairweather has been motivating and inspiring audiences from around the world for the past thirteen years Alan’s seminars and speeches are entertaining, inspirational and thought provoking He is very much results driven and is committed to helping participants in a practical way He creates a non-threatening environment that generates fun and encourages people to learn Schedule Alan for your next conference or meeting – CONTACT: Alan Fairweather International Keith Row Edinburgh EH4 3NL Scotland UK Tel: +44(0) 131 315 2687 Email: alan@themotivationdoctor.com Website: www.themotivationdoctor.com JOIN THE MASTER MOTIVATORS CLUB Visit Alan’s website and subscribe to the Master Motivators Club Each month you will receive a free email newsletter with tips, techniques, skills and strategies for building business Discover how to motivate your team, motivate your customers and motivate yourself ... Guy’ and maybe a bit of a soft touch, and 27 28 / HOW TO BE A MOTIVATIONAL MANAGER I’m aware that’s an issue that concerns a lot of managers However, to be a Motivational Manager you’re going to. .. going to show how to develop your skills, and also show you how to ‘train’ your manager 16 / HOW TO BE A MOTIVATIONAL MANAGER It must be true, I saw it on TV My third reason for poor managers blames... private and thanked her for all her good work 40 / HOW TO BE A MOTIVATIONAL MANAGER The Motivational Manager understands each team member and doesn’t reward everyone in the same way If you have