Why Your Business Needs a Mature Relationship to Standards

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You can find the audio version of this article here.

We Jamaicans have a difficulty noticing high standards, even when they hit us right in the face. This habit ruins organizations when leaders are the worst culprits.

For example, even our savviest business leaders sometime fall for hucksters who promise miracle “opportunities” which provide instant, effortless riches.

Case in point: I recall intelligent friends trying to convince me that Olint and Cash Plus were legitimate ventures being made available to the common man “by God’s Grace”.  These weren‘t isolated con jobs. Apparently, we Jamaicans have a weakness for this kind of argument. We want to achieve success without giving in to the high standard which it demands.

In this context, I can think of two situations in which we are challenged.

1) The first occurs in the moment when we realize that we have just become part of a relationship which calls for higher standards than we have lived by. It’s often a shock. In one situation, a coach I hired threatened (in writing) to double her rates, then triple them, then fire me if I missed another appointment.

In another unrelated case, my late arrival at a meeting was met by a locked door.

As human beings, we don’t react well in these circumstances. “How dare they?” we exclaim, then indignantly try to beat down an “oppressive” standard. We look for weaknesses, loopholes and back doors. If there’s a bly or relationship we can find to free us from the obligation, we’ll use it. At the very least, we get everyone to agree: the upholders (like my coach) are Nazis, no better than Backra.

Paradoxically, we all love the end-result of high standards. Government and Rhodes Scholarships. Winners of Champs and Schools’ Challenge. The manicured lawns of the JCAA. Profits. The teacher we had in school who demanded greatness from us, and got it.

Perhaps we need to adopt a new personal maxim: “Whenever I am forced by a new environment to meet a higher standard, embrace the opportunity.”

2) But what should we do when the opposite situation occurs? Instead of being hit by a high external standard, we find ourselves in organizations where standards are eroding before our very eyes.

At Wolmers, I saw first-hand what happens when incompetent leadership suddenly replaces its opposite. Imagine a student being caned in the middle of prayers, interrupting a scripture reading. Eventually, teachers began to give up their role as disciplinarians. By the time I reached 6th form, prefects were giving twice as many detentions as teachers.

When standards deteriorate, most of us complain loudly. However, we may be disingenuous. Case in point: We desperately  want to have an effective JCF, but also want to be able to safely “let off a smalls.” (Arguably, the only reason the JDF remains relatively unsullied is because it has fewer contact hours with our citizens.)

In daily corporate life, it’s just as easy to abandon high principles. For example, when a CEO or MD displays low standards, few are willing to confront him/her.  Unlike our best police, soldiers or firemen, employees are unwilling to put themselves in harm’s way.

In fact, the propensity to play it safe is seen by many as a necessary skill for corporate survival. Sticking out your neck for an abstract ideal is judged as unrealistic.

If you find yourself in either of these two situations, resist the urge to walk away. Instead, follow these steps.

  1. Gain a deep understanding

Create a clear picture of the behaviors that comprise the standard. Break it down into small actions anyone can learn so that you can act accordingly to fix the problem.

  1. Look for colleagues who agree to the standard

While not everyone will see the situation the same, some may. Find others of like mind and strengthen each other’s resolve to take a stand and face the attendant risks.

  1. Campaign

This is no short skirmish. The battle to change a culture involves much introspection as protagonists struggle to either attain a high standard or keep one from disappearing. To succeed, they must find ways to speak truths on ever larger, more public stages. Do it well and you can create an internal change movement.

But that is only the start. The daily battle is to take risks in the face of disagreement and ridicule. It requires courage to live out of higher standards in both situations.

While we Jamaicans are usually not social cowards, our workplaces are staffed with people in play-it-safe cultures. They sincerely believe there is no alternative. They are wrong: there is. We just need to step up and accept the cost of high achievement. It’s no more than an inner resolve to take brave actions in service of higher standards.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2018, send email to columns@fwconsulting.com

How Your Company Should Address Staff Engagement Questions

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With regards to employee engagement, what do you do if your executive team can‘t agree?  Some see symptoms of deep disengagement, while others don’t. Suggestions for how to intervene go nowhere, stuff that used to work in the past no longer succeeds and other companies’ case studies seem not to apply.

As Tolstoy said in Anna Karenina: “Happy families are all alike; every unhappy family is unhappy in its own way.”

My experience supports the notion that each company experiencing disengaged, disempowered employees is different from its counterparts. Here’s a way to find a unique approach for your firm.

  1. A Custom Definition

Unfortunately, most people explain disengagement using soft, psychological objects such as “motivation,” “mindset” or “vibes”. While these constructs are better than nothing, they aren’t quantifiable by the average business.

Instead, it’s much easier to focus on behavior which passes the Video Tape Test. That is, it can be captured by a movie camera.

With this new definition, bring your executives together to agree that a core set of behaviors (such as arriving late or being absent) should be taken as components of disengagement. This helps separate agreed-upon-fact from interpretation.

However, even after this definition has been created for your company, pause to explore an extra question: “Has a critical mass of employees always been disengaged?”

  1. Custom Interventions

If you can find the precise moment when engagement fell, immediately search for broken promises. As I have shared in prior columns, they pollute your company’s culture, causing even new employees to become disengaged in a matter of weeks.

While this task may be painful to undertake, the only remedy is to take responsibility for all violations of trust. Owning them publicly on behalf of executive teams past and present is the best way to make amends.

But it’s just the beginning. Construct a cause-and-effect diagram to list all the possible causes of disengagement. Once they are enumerated, conduct tests to see which ones are at play.

Use anecdotal, non-quantifiable data if you must. While your analysis may not reach an academic standard, it will work for business purposes.

Based on these analytic results, custom-design interventions to change behavior. But don’t be surprised if most of them fail. That’s just your way of weeding out false causes in your hunt for the few that yield the best results.

Don‘t stop there. Now, look for ways to embed new habits and practices in employees’ lives at scale.

  1. Custom Communities

Back in the 1970’s, Tea Parties and Fashion Shows were accepted ways of building communities around specific interests. Today, these anachronisms are stale.

By the same token, there are new channels and technologies being used to connect staff today, but many companies see these changes as one-time shifts, rather than permanent trends.

For example, the technologies most of us use every day to message others (i.e. email, Facebook and Whatsapp) didn’t exist in 1995, 2005 and 2010 respectively. They have changed the way we join with each other at scale, allowing us to reach far more people than we ever imagined possible.

However, most companies struggle and never catch up. Why? First, there’s an age gap. Most executives are in their fifties and sixties while their employees are in their twenties. They only have a superficial experience of the latest technologies, because the communities to which they belong don’t use them.

As a result, they don’t know how to build the kind of communities required to engage employees. Their ignorance is costly.

A few years ago, I worked in Trinidad and noticed every professional using Whatsapp. When I returned to Jamaica two years later, our professionals had caught up.

During that time, my year-group at Wolmers started a Whatsapp group. Prior to its existence, there was little individual contact and no communal activity.

Momentum built quickly and today the Class of 82 group includes over 50% of our colleagues from around the world. More importantly, this month we had our first reunion and donated a million dollars to the school. In summary, a community which was recently formed is now making a tangible contribution where none was expected.

Without the appropriate channels none of this would have happened. Does the same apply to your company? Unfortunately, if you aren’t using technology to bring together employee communities in just the right way, it’s unlikely that your custom interventions will amount to much.

Furthermore, building communities in the modern age is a moving target. You must be prepared to keep adapting the latest tools, thereby empowering people to maintain behavior changes. It’s the only way to get ahead of a disengagement problem which isn’t likely to fade away. If you use the right approach, you may be able to stay ahead, applying fresh custom solutions that produce sustainable results.

http://jamaica-gleaner.com/article/business/20180923/how-your-company-should-address-staff-engagement-questions 

On Making Workers Matter

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In my line of work, I meet lots of employees who aren’t sure they matter. Logically, they say they should be valuable due to their role, background, responsibilities, pay, etc. Yet, in terms of their emotional experience, they draw a disturbing blank.

It’s no surprise.

For the most part, our society reserves overt acknowledgement for funerals. However, before then, we try to be careful not to “spoil” people with too much praise. “After all”, we argue, “we don’t want it to go their heads.”

While we are busy protecting them from this imaginary affliction, we rob staff of essential facts. They never know whether or not they matter: their presence, performance, attitude, body language, dress, etc. And in the void, they assume the absolute worst.

The Default – “I Don’t Matter”

Slavery relied on the forced acceptance of a lie.  Workers were sub-human, and owners acted to “de-matter” them daily.

Arguably, Jamaica’s history is driven by challenges to this rank, outrageous falsehood. Consider the labor strikes led by protagonists ranging from Sam Sharpe in 1831 to Alexander Bustamante a century later. These protests to overturn the de-mattering of people’s work were powerful enough to catalyse self-rule and independence.

Today, de-mattering continues, according to Dr. Kenneth Carter, author of “Why Workers Won’t Work – A Case Study of Jamaica”. Some 65% of employees consider their jobs to be unimportant in relation to the objectives of their organization. Also, 80% of workers report that they are rarely consulted about changes that affect their work.

Most leaders severely underestimate the depth of this sentiment. As a result, they treat subordinates just as they would their management colleagues, arguing “Those people know they matter.” Why does this mistake happen, based on Carter’s research?

The Challenge – New Supervisory Amnesia

Studies show that employees and managers alike give the same high priority to human morale factors: recognition, appreciation, feeling involved, promotion and growth. However, a switch occurs when someone is promoted to become a first-time supervisor.

Now, suddenly, the individual reports a change: workers (i.e. their former colleagues) only want tangible wages, fringe benefits and job security.

How and why this shift happens may be debated, but this new mindset is a definite downgrade. As it occurs, workers are de-humanized and de-mattered. Instead of friendly peers, comrades-in-arms or fellow strugglers, they become the opposition, merely assets or resources.

Furthermore, if you are a new manager, there is a benefit: de-mattering lets you off the hook, relieving you of the obligation to motivate employees.  After all, if there’s no money to give “dem people” what they really want, then you are powerless to make a difference.

Unfortunately, as pervasive as this mindset appears to be, I’m unaware of any training that makes use of this finding. De-mattering is never distinguished as the blight it is on the mindsets of new managers, so it continues to shape behavior, albeit in the background.

The Answer – New Skills

However, there are the exceptions.

The most effective leaders in all spheres of life go out of their way to interact with their people in ways that produce a feeling of “mattering”.

Some hug and kiss their employees or followers. They spend quality time with them, sharing personal details while asking about their families. A handful excels at remembering faces, names, and personal anecdotes. This rare skill gives others the impression of being connected, even after only a brief introduction. (Some use social media to cement this technique.)

Others apply honorifics: “Mr. Plumber”, “Boss-Lady”, “Run Tings”, “Super” or “Captain.” This Jamaican habit is a way of letting ordinary people know they matter. It broadcasts their importance publicly.

Finally, a few give “Brawta” –  inexpensive, thoughtful extras which build relationships beyond transactions. For example, I make a point to encourage clients to be bold in making additional requests of me. I explain that we don’t charge them by the half-hour like lawyers, so added time (within reason) doesn’t create a fresh bill.

Although these are individual tactics which don’t work for everyone, they all have the same effect: they leave other people with a feeling of mattering. The answer for you, a manager, isn’t to copy them blindly but to ask the following questions.

What can I do to grant the experience of mattering to others in my company? What experiments could I try to produce this effect? What personal habits do I need to eliminate which frequently de-matter others?

Don’t be like the majority who under-estimate their power. Compared to other cultures I have worked in, Jamaica is a highly leader-centric society. (It’s a feature expatriates notice quickly.)

The fact that you are being scrutinized grants you an opportunity to alter the way people see themselves. Use it wisely to empower and engage staff by using your daily actions to show people they matter.

 

http://jamaica-gleaner.com/article/business/20180812/francis-wade-making-workers-matter-leadership-guide

 

Why employees need the power to say no

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This week, I created a video summary of the column.

 

 

 

Should an employee be granted the right to turn down a manager’s request to focus on a given task, thereby dropping everything else? And is it better to have a reporting relationship based on obedience or its opposite: independent choice? While there are no easy answers, the times are changing and so must leaders in your company.

 

Fortunately, managers who believe that their job is to do all the thinking while employees solely follow instructions are becoming rare. Yet, when the pressure is on, many managers become bossy. In the heat of the moment they give orders, and expect them to be followed without question. Resorting to anger they issue threats, stirring up fear in the hearts of others.

The worst rely on this tactic exclusively. Better managers initially start off being nice then turn into monsters later, arguing that people take advantage of the softer approach and therefore deserve this treatment.

They point to their personal experience as proof, which science supports. However, studies also show that this dominating technique has severe limits. While it gets action started, should it be a manager’s preferred tactic?

 

New research demonstrates otherwise.

 

A recent study led by Rom Schrift at the University of Pennsylvania shows that experimental subjects persisted longer in a task when they had the option to say “No.” It revealed that when they were granted a degree of autonomy, they performed better than others who weren’t given the same choice.

If you are a manager, it’s not hard to see why. In general, intrinsic motivation is a far better tool than its counterpart. In other words, you must give employees the option of saying “No” if you want them to perform at their best, especially if the task at hand involves more than a quick, physical action.

Let’s consider the extreme: what about the person at the bottom of your pyramid who is a simple laborer? I invite you to question your assumptions around this example from three angles.

  1. Should simple workers be in your firm at all?

A contractor once shared with me that his industry is the only one in which a convict can leave prison today, and tomorrow be hired to take orders on an active construction site. The consequence? Poor quality work, indiscipline, random departures and theft.

While this tactic guarantees a low wage bill, it simultaneously creates greater problems.

Unfortunately, this mindset of hiring “mere” workers pervades companies of all kinds.

Try a different one: even the simplest role expands in complexity when the person who performs it has some autonomy to produce superior results. Therefore, all potential hires have the capacity to make up their own minds, becoming better contributors over time.

Armed with this mindset, abolish the notion of a “simple” laborer.

  1. Should employees be calendar-trained?

Too many managers try to be omnipotent, believing that they can keep track of every employee’s calendar. In other words, they don’t trust staff to prioritize their work without being directed.

The solution isn’t to make an effort to become omniscient. Instead, managers need to train their workers to use better time management skills so that their calendar actually reflects the work they are doing from one hour to the next.

In habitual practice, the opposite is true. Most smartphone calendars are only used to track people’s appointments. All other tasks are left to memory – a sign of weak skills.

By contrast, employees with superior abilities are always looking at real-life trade-offs between activities. To make these difficult decisions, they realize they must use their calendar as a point of coordination. As such, their “No” is a reflection of a tough call, rather than a whim.

  1. Should managers be retrained?

As a manager, it’s tempting to jump in, give orders and negate your employee’s choices. Instead, when the impulse hits, restrain yourself. Have a conversation that looks more like an inquiry into priorities, than a demand for immediate obedience.

Why is this important?

Here in the Caribbean, our workers are sensitive: highly reactive to small slights which they take personally. The sad reality is that it only takes a single, harsh interaction to demote a newly hired eager-beaver. In the quint of an eye, they join the ranks of other sullen victims who only go through the motions. This coping mechanism got us through slavery, and the fact that it won’t change soon means that managers must un-learn the habit of routinely negating an employee’s “No.”

These three recommendations have a magical benefit: they grant employees the opportunity to say “No” in a way that keeps them motivated and productive. Take this power away and you risk miring your company in mediocrity.

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

 

 

 

http://jamaica-gleaner.com/article/business/20180422/francis-wade-why-employees-need-power-say-noWHy Employees ne

Toxic Culture Resistance

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Leading in a toxic culture? Transform it by absorbing, not resisting

How do you escape a corporate culture you hate to work in each day? Should it be attacked head-on, or is another more subtle approach needed?

Perhaps you know the feeling of being trapped in a toxic work environment. The stress you experience each weekday is real. It can’t be escaped by positive thinking, thoughts, and prayers or any of the other techniques that work on lesser problems. Plus, simplistic advice like “Just quit, nuh?” isn’t helpful in a weak economy where everyone you know is scrambling to hold on to a job.

Unfortunately, we are taught from early on to conquer evil by launching strong resistance. After all, this approach worked to end slavery, get the vote and achieve independence. It also works in wars.

Fighting hard to win seems to be the best way to change your company’s culture. It appears to be a far better strategy than merely surrendering making it the tactic most corporate leaders use.

Unfortunately, it has faults which only makes things worse. Here are three examples.

Denial

An executive sits at her desk looking at the exit statistics. The best performers are consistently leaving for other companies, siphoning away the second-bests within a few months. Before long, only third-bests will remain—a recipe for disaster.

The head of human resources tries to convince her there’s a huge internal problem. But she refuses to accept it. Her people are being stolen by those with deeper pockets, an injustice. She angrily denies that the culture of her company is driving people away.

In her mind, she is the big victim.

Scolding

A CEO scrolls through the survey results. The staff has spoken: employee satisfaction and engagement scores have dipped even further. Obviously, the prior year’s interventions didn’t work, in spite of his hard work and extra effort. In fact, they actually made things worse.

“They shouldn’t feel this way.”

His response is all-too-human. As a species, we have a remarkable ability to argue with reality even when it’s staring us in the face. The response is instinctive – a way to protect ourselves from bad news.

It’s also beside the point. Given his goal of changing a toxic culture, the new scores provide valuable data which tell a nuanced story. Instead of being discarded, they need to be the basis for new plans going forward, as the leadership team “wheels and comes again.”

However, whenever he repeats the refrain in every executive meeting, real discussion stops. Lots of words are spoken, but his comment inserts a dangerous fiction at the moment the team should be grappling with hard truths.

As a result, they make no progress.

Selfish Disengagement

A Managing Director is stunned by the ungrateful nature of his staff members. His official Coffee Chats, an opportunity to meet with small groups of employees, has not turned out the way he wanted.

“Is this all you people do each day… just b***h and moan?” he finally lashes out, frustrated. All future open conversations are cancelled.

In his mind, they only became a bottomless pit of complaints. Instead of presenting a useful balance of positive and negative experiences, they dwelt on the bad stuff.

In response, he withdraws, turning into himself: an act of self-preservation in which he can lick his wounds in private. He limits his meetings to people he knows are happy, eschewing group gatherings. After all, no-one seems to care that he is also a human being who has real feelings.

The First Step

The behaviors displayed in the above examples are commonplace among leaders.

In each case, they experience unwanted internal feelings, triggered by other people’s unhappy expressions. To cope, they attack the source in the hope it will go away.

This tactic sometimes works in life, on simple problems. However, it fails to transform complex corporate cultures. In the high stakes positions they inhabit, the only answer is to learn how to fully accept, absorb and “be with” the stuff most people resist. In other words, instead of turning unwanted internal feelings into the enemy, they must mature to a place when they can be embraced.

While this is much easier to write or say than to practice, top executives need to evolve to the point where they can step aside from their own instinctive reactions. It’s the first, unavoidable step towards transforming themselves, demonstrating the radical kind of inside-out change that people need to see.

 

As such, this message isn’t only for top executives. It’s for any employee caught in a toxic company they can’t stand, but can’t immediately leave. Acceptance rather than resistance is the most powerful first step.

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

 

http://jamaica-gleaner.com/article/business/20180225/francis-wade-toxic-workplace-resistance

Is your company gaslighting its customers to accept poor service?

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There are companies in which staff members are rightly embarrassed by the poor service offered to the public. But there are also badly-run organizations who operate without any sense of remorse: no apology ever offered, no-one willing to be responsible. Consider them to be gaslighting their customers.

The term isn’t normally applied to corporations, but to individuals. Perpetrators are often narcissists, abusers, dictators and religious leaders who say things which cause people to question their sanity. The victim’s norms are discarded or disputed. Universally accepted standards become individual proclivities to be ignored.

I have met personalities who fit the bill nicely but recently, my bank showed some disturbing signs. Unknown to me, it froze my account because I failed to respond to a posted letter from its Compliance Department…they say. I have no evidence such a correspondence was ever sent.

Their comeback? My mail system had to be faulty. Therefore, I was guilty and deserved the disruptive sentence I was handed.

Unlike the human gaslighters I have met who are easy to spot, I found this situation confounding. After all, the Customer Service Representatives (CSR’s) I spoke with were friendly, polite and helpful. They used my first name repeatedly as if we were old chums.

However, in retrospect, they all parrotted the company line: the multiple phone numbers and email addresses they have on file for me are “with another department” and “could not be used”. All that was needed to update their files were two pieces of updated information. With robotic efficiency, they assured me full restoration in five working days, in addition to the holiday weekend.

Incidentally, they didn’t mention the fact that they go overboard to “incentivize” customers to be paperless. Or that I was severely and stressfully inconvenienced because of their actions. Or that their explanations were ridiculous. None of them seemed to think these were real issues.

Instead, I was left wondering: “Is this just me? Am I the only one in this conversation who thinks this is crazy?”

Now, a week later, I can name the experience: corporate gaslighting. My definition? “When a company persistently disrupts the wellbeing of its customers in novel ways, then uses its staff to indirectly but politely attack complainants’ common sense.” It forces customers to question their sanity, while CSRs must shed their humanity in order to do the job.

If you work for an organization, let’s assume that gaslighting is a fact: the only question is how much of it is taking place each day. Ask the following questions to find out more.

  1. Are customers leaving without telling you why?

Don’t answer this looking at the loud complainers or those who write letters to the editor of newspapers. Instead, find those who quietly quit your brand and shift their behavior without warning.

Gaslighters convince themselves that customers leave because they have been enticed by the competition. In other words, it’s something they can’t control. Don’t believe your own story – find out the reasons why you are silently repelling people, forcing them to seek service elsewhere.

  1. Can customers find relief?

In a separate institution, I am forced to deal with someone who is incompetent. As my “point person”, she routinely ignores my emails and voicemails. Direct calls are useless. Desperate pleas to individuals in the organization, including her manager, produce no change in behavior or even positive acknowledgment.

As far as I can see, I have exhausted my appeals, so I’m actively searching for a new provider.

If you offer an essential service and your customers are at a dead-end with no further recourse, your company is gaslighting them. Fortunately, the answer could be simple: set up an easy to find, independent ombudsperson with enough resources to track any problem to its root cause. Have him/her report to an executive to avoid entanglement in your bureaucracy.

  1. Are you eager to uncover problems?

The best CEO’s I have ever worked with are quite demanding, especially in one way. They insist I tell them the stuff their colleagues won’t, focusing on areas I consider to be their blind spots.

Here’s a real-time test: if you bristled at the suggestion that your company is gaslighting its customers, you probably share some characteristics of the weakest leaders. They defend themselves lustily, even in the face of obvious evidence. To keep criticism at bay, they suppress people with outside opinions, while actively promoting bootlickers. As a result, it’s just a matter of time before an issue arises which blindsides their cabal, sometimes resulting in disaster.

Gaslighting in companies is hard to detect: it requires hyper-vigilance and a willingness to empathize with the abuse customers experience. Therefore, it takes supreme but uncommon courage and discipline for leaders to root out this organized form of corrupt service delivery.

http://jamaica-gleaner.com/article/business/20180114/francis-wade-gaslighting-customers-accept-poor-service

Are you restoring lost motivation to your company’s culture?

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Bob Marley famously jammed: “No bullet can stop us now, we’ll neither beg nor we won’t bow…” His aspiration called for bold and brave actions, in keeping with the highest standards. However, most corporate executives don’t believe their employees are Marleys, William-Gordons or Bogles.

 

Instead, they complain: “Is pure Bredda Anansi we have!”

 

As a result, these leaders scoff at Bob’s next line: “…Neither can be bought nor sold.” Long ago, they gave up on such lofty visions for their staff. Now, their primary concern is paying the lowest wage-price possible to purchase just enough employee motivation to make a profit. It’s usually more than they think they can afford, which keeps them up at night, worrying.

 

If you try to convince them their people are better than this, watch as they pull out surveys to “prove” that staff only wants one thing: more money.

 

As I have reported in this column, research shows that such reactions are misleading. In fact, the pat answers, so easily believed, don’t match daily behaviour. A 5% increase in pay doesn’t, by itself, produce a corresponding increase in productivity. Executives who really want to motivate employees must reach past flawed data, mistaken reasoning and their own incorrect instincts to find better information which illuminates the truth.

 

The newest revelation arrives in the form of a method to measure each employee’s current reasons for working. According to the authors of Primed to Perform, Neel Doshi and Lindsay McGregor, there are six motivations which lie on a continuum.

 

Intrinsic motivator #1 – Play. Employees at this level do their jobs primarily because they love the activity. They lose themselves in their work and enjoy moments when they can engage in it wholeheartedly. They are often your highest performers.

 

Intrinsic motivator #2 – Purpose. In this case, staff members may not care for the work but they are driven by the immediate impact they have on other people, society or country. They put service above self.

 

Intrinsic motivator #3 – Potential. If the major benefit employees derive builds personal skills or capacity, it belongs in this category. In other words, their role leaves them more capable or better-positioned for the future.

 

Extrinsic motivator #1 – Emotional Pressure. This level involves trying to alleviate unwanted feelings such as guilt, shame or fear. They don’t come from the work itself but are linked with merely having a job.

 

Extrinsic motivator #2 – Economic Pressure. If rewards and punishments are driving individuals to perform, they are probably motivated by a sense of tangible gain or loss.

 

Extrinsic motivator #3 – Inertia. The work is being performed today only because it repeats what was done yesterday and the day before. This is perhaps the most deadening, unconscious state to be in.

 

Take a moment to scan your workforce one staff member at a time, assigning each person to a level. What do the combined results tell you about your company’s culture?

 

If your conclusion alarms you, consider the two following interventions.

 

  1. Teach managers to notice

 

motivation levels and act accordingly. Start by advising them that part of their job is, over time, to shift the distribution to the better motivators. Give them the tools, training, and other elements they need to coach people effectively.

 

One of the obstacles they may have to overcome is an inability to relate: the chances are high that they were promoted because they were already self-motivated. They must learn to get past their own achievement to reach employees who aren’t like them.

 

  1. Train employees to enrich their own experience. Most people simply don’t know how to shift themselves to being consistently intrinsically motivated. Instead, they operate as if their moods are random, along with their attitudes toward their work.

 

You may be concerned about the training cost. Much can be done on a low budget: usually, it’s the clear commitment from the top that’s missing. Just pick an approach from one of the main schools of thought and implement it systematically, starting with the executive team.

 

All worthwhile transformations include organisational leaders. As a member of top management, you can start by accepting the part you have played in contributing to the current state of employee motivation. Even if you recently joined the firm, the faster you take responsibility, the quicker you’ll be on the side of those who are trying to effect change.

 

It’s never easy to own the influence you have in an area so fraught with misunderstanding. Many of your colleagues may not see things the way you do. However, go ahead and launch an attempt: it can make a big difference in the lives of everyone in your enterprise.

 

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2016, send email to columns@fwconsulting.com

 

The Cure for Listless Employees

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It’s remarkable how quickly a new employee, once excited by the job, becomes just as ordinary as others who have been in the company for years. As a leader, what difference can you make before the rot sets in? In this article I share one practice suggested by psychologists which works.
 
Managers shake their heads in bewilderment. There’s a disappointment they feel when they realize that a fresh new hire, in whom they have invested a modicum of hope, has lost his way. All of a sudden, when compared to his listless colleagues, he is just as disengaged and lackluster. What happened?
 
There’s usually more than a single cause, but an employee can benefit from learning how to remain resilient. As a supervisor, you can fill the gap with the right lessons. If you intervene early and equip him with the skills and awareness he needs, you can help him keep his optimism intact.
 
Consider one powerful practice which has emerged from the research of Harvard Business School professor Teresa Amabile. In an effort to distinguish the elements which make for a great day on the job, she discovered that people’s satisfaction and productivity are strongly tied to the belief that they are making progress. She noted that if you can help them notice their positive movement towards their goals and stay present to it, they are more satisfied.
 
However, the average manager is quite unaware of this finding, often acting in a careless, if not reckless way. Here are a few things he/she fails to do which are quite damaging, but can be easily remedied.
 
 
1. Train Employees to Wake Up
New employees eventually adapt the cynical mindset of those around them. They divide the week into two phases with respect to their time: “mine”, which I experience on weekends, holidays and vacations, and “theirs” which consists of every working weekday. It leads them to act as if “A bad day on my own time is better than a good day on their time.” Before long, this mantra becomes their modus operandus.
 
A more useful focus would be to look for progress towards meaningful goals. When taught this lesson, employees can instantly recite their daily accomplishments on demand. For example, The Ritz Carlton is famous for including acknowledgements in its daily mandatory huddles. Keeping your achievements top of mind becomes a habit in this environment.
 
Employees also must learn that humans have a lopsided reaction to failure and success. According to the research, a setback has a greater impact than a win, when measured in emotional terms. This remarkable fact can be used to train employees to be extra-vigilant during moments when their results are poor.
 
However, managers who don’t know the importance of these elements leave employees to discover them by chance. The result is predictable: they don’t have a clue which leads them into a deep sense of resignation.
 
 
2. Teach Employees to Practice Daily Accomplishments
The few managers who try to wake employees up sometimes overuse trite clichés or sermons. These put people to sleep. There’s a more effective alternative: uncover the physical activities which guarantee results.
 
For example, instead of telling employees to “focus on the positive” it’s far better to give them a diary on the first day of the job, along with specific questions to answer each day which help them capture their progress. Don’t stop there. Also set up one-on-one meetings in which the first order of business is a report on their most recent accomplishments.
 
3. Stop Making Unforced Errors
Most managers have given little thought to the above two actions, but they still make mistakes which dent employee enthusiasm. They share casual stories, jokes and anecdotes which don’t help: they end up robbing and undermining employees of any sense of progress. The same happens when an employee’s work is reassigned, her ideas are dismissed or when her attempts to improve the way she does the job are rebuffed.
 
These minor, daily occurrences don’t register as important events for most managers, but they burden employees. When the manager is the cause of the damage to an employee’s progress, the wound is double-deep and likely to scar the psyche of even the most motivated employee. Over time, a negative track record is built which drives out high performers who can get jobs elsewhere. When they leave they explain “I’m getting more money” when in fact, they just want to feel as if they are not wasting their careers.
 
Managers need to more disciplined, and less cavalier, about their utterances and actions so that they don’t create unintended setbacks. The best are aware of these dynamics and use them as leverage to achieve results, starting with the very first day on the job.
 
Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2016, send email to columns@fwconsulting.com.
 
http://jamaica-gleaner.com/article/business/20170507/francis-wade-cure-listless-employees

Special Report – The Jamaican Professional in Trinidad

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What are the challenges faced by the Jamaican professional who moves to work in Trinidad?

While there are lot of rumours and stories, my personal experience made me wonder if I was alone in my observations, or whether others were also having the same experience.

After a conversation with Dale, my colleague (and wife) we decided to mirror a prior effort completed in 2006. “trini exec 1The Trinidadian Executive in Jamaica” was a unique study intended to capture the experience of C-level managers who had transferred to work in Jamaica. It’s available as a free download here.

The “Jamaican Professional in Trinidad” is not a perfect mirror image, but together, you may find that they provide a unique, fascinating look at what it’s like for professionals from one culture to work in another, and vice versa.

To download a copy of “The Jamaican Professional in Trinidad – A Practical Guide”, just provide us with your name and email address below.

New Project – The Jamaican Professional In Trinidad [Research]

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Ja prof in Tdad projectYou may be familiar with our 2007 study – “The Trinidadian Executive in Jamaica.” It remains the standard in practical, cross-Caribbean studies of cultural differences experienced by working professionals. (Download a copy here.)

On the heels of its success we are launching a new study: The Jamaican Professional in Trinidad.

If you are willing to be interviewed and/or surveyed anonymously, or know someone who might be, do let me know here.

Once again, the intent is not to generate academic data. We intend the final result to be a useful companion for Jamaican professionals hoping to make an effective transition to living and working in the twin-island republic.