Who's the Goof-Ball?

A friend sent this story in and I thought it was worth sharing:

"An organization, feeling it was time for a shakeup, hired a new CEO. The new boss was determined to rid the company of all slackers. On a tour of the facilities, the CEO noticed a guy leaning against a wall. The room was full of workers, and he wanted to let them know that he meant business.

He asked the guy, 'How much money do you make a week?' A little surprised, the young man looked at him and said, 'I make $400 a week. Why?' The CEO said, 'Wait right here.'

He walked back to his office, came back in two minutes, and handed the guy $1,600 in cash, and said, 'Here's four weeks' pay ... Now GET OUT, and don't come back.'

Feeling pretty good about himself the CEO looked around the room and asked, 'Does anyone want to tell me what that goof-ball did here?' From across the room a voice said, 'Pizza delivery guy from Domino's.'"

Remember that "the relationship between you and the performers affects the quality of your circus." Getting to know those you work with and building a healthy relationship is critical in building trust. Without trust, it becomes difficult to lead and actually have people follow.

What can you do today, tomorrow or this week to better get to know those that you work with and build trust? How about your friends and family members?

When It's You Against The Performers

Ever have one of those days when you may be the Ringmaster of your circus... but nobody seems to want to be a performer in your circus? In an over-committed workplace and society, people are often wary of saying "yes" to one more thing, even if it's part of their responsibilities.

The next time you sense that some of your performers don't want to step into the ring, try these strategies to move them toward action:

• Connect with purpose. Remind them of the purpose of the organization (or family unit) and how their action would contribute to accomplishing that purpose. Don't forget to also focus on what's important to them and how their action would contribute to accomplishing those purposes as well.
• Tell them "why." Let them know why they are the best person for the task...but don't lie to them.
• Create a picture. Help them visually understand who will be "cheering" for them and the team when the task is completed.
• Let them know how it will benefit you. If you have built trust into your relationship with them, this may move them to action. If you haven't created an atmosphere of trust, disregard this one.
  
• Get into the ring with them. Show them you are willing to do your part to contribute to the work required to complete the task or project.

Remember, no one wants to see a "one person" circus.

What Drives Your Performers To Fully Engage?

Do you know... or do you just think you know? Some interesting research compiled by the Chartered Institute of Personnel and Development. Their results found 4 key things that caused individuals to give their best effort at work. They were:

• Reviewing and guiding
• Feedback, praise and recognition
• Autonomy and empowerment
• Level of interest the manager shows in the employees as individuals

Now you know. How are you doing?

Planned or Spontaneous Praise

It seems that planned praise, especially when it is an agenda item, is so much easier to execute. But, is it the most effective? Storing up recognition for the "right moment" or for when you have a scheduled meeting to take care of it can remove the opportunity to catch someone off guard and truly express your feelings of gratitude.

Don't wait for the awards banquet, don't wait for the annual review, don't wait until you are at your daughter's wedding. Take the time now to say, "Thank you, I appreciate all that you do and have noticed your fine work you have done." Write a note, stop them in the hall or pick up the phone and make a quick call. There probably is someone on your mind right now that you know you should acknowledge - don't wait, don't hesitate, tell them now. This moment in time might be when THEY need to hear your appreciation the most.

Of Course It Does!!!

I had to laugh when I read the headline of the Harvard Business Review Stat of the Day: Wishing Someone Luck Can Improve Performance. Research has been done in Germany that showed that when people were told "my fingers are crossed for you" before attempting a task, the task took them on average 3 minutes. For the ones who were not given the encouragement, the task took an average of 5 minutes.

My thought was, "Of course it improved performance!" Unless someone feels patronized by encouragement, it always has the mental affect of boosting your energy and determination toward completing a task. You know you are not alone. Someone is counting on you-or believes in you. The person giving the encouragement is also creating a level of expectation.

In our training programs we hear that one of the biggest frustrations workers face in the fast-paced business environment is rarely hearing that they are doing a good job. Managers and supervisors think they are too busy to take a moment and thank workers for their efforts or offer encouragement. This study tells them that they may be dead wrong with that type of thinking.

If you go back and do the math, the workers in the study improved their performance by almost 40% just by having someone say something positive to them. Where else can you get that return on investment in your people? Take the time today to offer encouragement to those around you-regardless of how small it may seem.