15. February 2012 by David Cegelski.

Today’s global leader differs from past such leaders in many ways:  more of a negotiator, better listener, builds consensus, holistic approach, and develops future leaders in a more integrated and collaborate manner. 

To learn more about this, check out this post from Harvard Business Review (and make sure you read the PDF on Developing the Global Leader of Tomorrow (about 2/3 into the piece). 

Click here to read. 

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12. January 2012 by David Cegelski.

Last week the biennial National Ethics Report was released by the Ethics Resource Center.  To get your own (free) copy, go to www.ethics.org.

This thorough and enlightening report details the current trends and factors forming our ethical work culture.  There are some intriguing findings, particularly for leaders:

Key Findings

• Misconduct witnessed by U.S. workers is now at historic lows (45% report observing some form of ethical misconduct), while reporting of misconduct is now at near record highs (65%).

• Retaliation against employee whistleblowers rose sharply to 22% (compared with 15% in ’09 and 12% in ’07).  When you tie this to the above-mentioned increase in reporting, there are clear implications for leaders and their organizations.

• The percentage of employees who perceived pressure to compromise standards in order to do their jobs climbed five points from 2009 to 13 percent.

• Two influences stood out in the unusual shift in trends: the economy and the unique experiences of those actively using social networking at work.

  • 34% say management watches more closely

  • 34% also have a negative view of their supervisor’s ethics (highest in 11 years)

  • 42% report there is a raised awareness about ethics in their organization

  • 30% say that offenders are laying-low until the economy improves

  • 50% of active social networkers report keeping a copy of a confidential document for their next job

  • 50% of active social networkers upload personal pictures on company time using company networks/servers

  • 46% of active social networkers copy software for use on a personal computer

  • 32% of active social networkers feel more pressure to compromise ethical standards

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30. November 2011 by David Cegelski.

In today’s competitive climate, the need for ethical leadership is stronger than it has been since the Enron-Andersen scandal over a decade ago. 

From the boardroom to politics to government to the sports arena, we are bombarded with examples of leaders who choose to make an ‘easy’ decision rather than the ‘right’ decision.  Often they claim that they technically did nothing wrong.  Yet, ethically they are guilty.

In the tough and competitive times we are in, leaders are tempted to explore all opportunities to increase efficiency and higher profitability.  True leaders, however, will keep in mind the following ethical principles.  Doing so, they will ensure they maintain an ethical culture while providing exemplary leadership.

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8. June 2011 by David Cegelski.

Lead by example.  I’m sure you’ve heard that phrase once or twice. 

For me, the first real instance I can recall that it became meaningful was when I was a junior at The University of Texas at Austin.  Among many student activities I was involved with, I was particularly engrossed with movies.  I joined the Film Committee of the Texas Union (student center).  We got to pick the movies, got discounts, and got to talk about movies a lot (usually over libations in the Cactus Café or Tavern). 

My junior year I was the Chairman of the Film Committee.  It was a great experience and I really had a wonderful committee.  I concurrently served as a board member of the Texas Union Program Council (TUPC)—comprised of all the committee leaders. 

At this same time in UT-Austin history, there was no student government as it had become such a joke that it was abolished. Because of the void this created for the university administration, they quickly turned to other organizations for insight into the student population.  The Texas Union was probably one of the few, campus-wide organizations and they, therefore, closely listened to their leaders.

The TUPC board I was on was led by a wonderful leader, Darren Walker.  I admired his ability to remain cool, forthright, and fair even when things became tough and controversial.  Likewise, he was the kind of guy you could trust implicitly.  Today he continues to use these qualities at the Ford Foundation.

In the spring of 1982, I considered running for the TUPC board chairman as Darren was graduating.  I was encouraged to do so by many of my board colleagues.  So I thought it was wise to chat with Darren before making my decision.

We met for lunch near campus and I quickly asked him about his experience as chairman.  He simply said “You can’t buy beer at midnight in Safeway in your dirty, beat-up shorts and t-shirt”. 

I remember laughing.  He wasn’t laughing.

He went on to say that as board chairman you were a student leader 24 hours a day, particularly while in Austin.  You could not have a lapse in judgment—not even a perceived lapse in judgment. 

He relayed a story where he was “caught” buying beer and munchies at midnight at Safeway and that he looked quite the sight!  He’d been working all day and wasn’t at his best.  He said he knew he looked like a bum—like a college partier on a bender who needed more beer.

Ironically, the beer wasn’t for him.  But that didn’t matter.

It was all about perception. 

He counseled me that if I wanted to take the board chairmanship I had to become comfortable with a public life—in deeds, words, and perceptions.  He continued to underscore that you couldn’t “shut off” your public life just because you were off-campus or at a private place.  No, you were leading all the time.

And he ended by saying that if you don’t understand this “life in the fishbowl” and self-monitor what you do and say, then you automatically erode your credibility and trustworthiness.  You do so with the administration, fellow students, and even the Austin public.

Wow, I didn’t expect to hear this from him that day.  I expected to hear about politics, meetings, juggling invitations, etc. 

As I remember this story often, I am continually reminded that it has powerful lessons for all leaders. 

“You can’t buy beer at midnight in Safeway in your dirty, beat-up shorts and t-shirt”.

As a leader, people watch and listen to you.  They do so because they trust and respect you—your thoughts, behaviors, advice—and especially your judgment. 

And if, through your own poor judgment, you do something to harm or lose their trust and respect, you’re no longer a leader.

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved. 

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4. April 2011 by David Cegelski.

In response to the calls and emails based on my two-part blog on The Importance of Mentoring, I’m listing some resources to help you further understand mentoring.  Keep in mind as you read through these that mentoring is “a structured and trusting relationship that brings professionals together who offer guidance, support and encouragement aimed at developing the competence and character of the mentee.”

I’ve found these resources helpful through the years as I mentor others, have been mentored, and in implementing mentoring programs for clients.

They are presented in no particular order but are grouped for your convenience.  You can find the books in traditional and online booksellers.  For the articles, you can find them all online.

Books

Coaching and Mentoring by Jane Renton

Mentoring at Work by Kathy E. Kram

The 2020 Workplace:  How Innovative Companies Attract, Develop & Keep Tomorrow’s Employees Today by Jeanne C. Meister and Karie Willverd

Articles

“Mentoring Millennials” by Jeanne C. Meister and Karie Willverd, Harvard Business Review, May 2010

“Finding a Mentor” Inc., Aug 6, 2002

“The Uber Mentor” by Elaine Appleton Grant, Inc. Sep 1, 2002

“Four Myths About Mentoring” by Amy Gallo, Harvard Business Review, February 1, 2011

“Mentors Make a Business Better” by Emily Keller, Business Week, March 20, 2008

“In Praise of the ‘Anti-Mentor’” by Keith McFarland, Business Week, May 15, 2007

“Why Mentoring Matters in a Hypercompetitive World” by Thomas J. DeLong, John J. Gabarro, and Robert J. Lees, Harvard Business Review, January 2008

Other resources

SCORE—www.score.org—they are a nonprofit organization offering free workshops, advice, and mentors to small businesses.

Menttium—www.menttium.com—offering mentor programs for women in leadership.

Center for Non Profit Management—www.cnmdallas.org—based in Dallas, they offer programs for non profit groups.

Center for Non Profit Success—www.cfnps.org—they offer programs and mentors for non profit groups in many major US cities.

Management Mentors—www.management-mentors.com—an organization dedicated to helping leaders and mentors thrive.

If you’re in a professional organization, they usually have a mentoring program.

And don’t forget the Small Business Administration—they offer a variety of services including individual mentors.

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved. 

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8. February 2011 by David Cegelski.

So you think you want to be a mentor? 

Ok, fine.  Ask yourself the following questions…

1. Why do you want to do this?

2. What do you know that can be helpful to others? 

3. What do people say about you?

As you ponder these questions, keep in mind the following.

Why do you want to do this? 

Simply put, it’s not about you!  Okay, maybe a little but the focus isn’t on you.  Rather it is on the person you are mentoring.  Your motivation must be on how you can help the mentee.  It’s easy (and a trap) to talk about yourself during conversations.  To keep the focus in-balance, remember:

Listen, listen, listen.  Try to keep them talking 70% of the time. 

Keep an open mind.  This means “listen to your listening”—that little voice we all have in our head.  Sometimes it can get in the way of actively listening.

Ask questions to get them talking and to clarify their answers.  Prepare questions before each conversation, when possible, that provoke their thinking and analysis. Prepare follow-up questions.

Avoid telling personal story after story, endless examples, and meaningless anecdotes.  Instead, utilize your experience and expertise.  Choose the most meaningful and appropriate examples.  Never make up examples.  If you don’t have something to share, refer them to another person or resource.

What do you know that can be helpful to others?

Take the time to analyze your:

• experience—what you’ve done

• expertise—what you know

• resources—who you know (people and places)

A careful and thoughtful examination of these will help you determine, first off, if you are a good match for a mentee.  If so, it will help your conversations and, in particular, in choosing the best examples and advice.

Be candid and forthright in your discussions.  Give them a balanced view of what you know, how you learned it, and what you’re still learning.  Particularly that last one—by talking about what you are learning it will encourage their development.  You will be setting a good example!

Network in your organization, profession, and community—not only for you but you may need other people and places to refer mentees for information.  And we all know that networking is a key to success for so many reasons.  In doing so, you not only benefit yourself but you teach them the benefits from networking.

What do people say about you?

This may seem odd or uncomfortable when thinking about mentoring but you should spend some time honestly understanding what others say about you—your leadership, empathy, ability to communicate, knowledge, etc.  These are qualities that will be needed. 

Review and analyze performance reviews, feedback reports, and informal conversations.  Ask your closest confidants, colleagues, and those who know you best.  Look for common patterns and themes.  If you…

• are a good listener

• display a genuine interest in helping others

• have useful knowledge

• can make time for others

…then you should be a successful mentor.

If you don’t, simply refer the mentee to someone who you believe has these characteristics.  (And remember, it’s not about you…as said earlier.)

Becoming a mentor can be rewarding.  Helping someone else grow and develop by sharing your wisdom, experience, and knowledge is very satisfying.  Taking the time to determine if you have what it takes to be a mentor will help you and your mentee. 

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved. 

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9. November 2010 by David Cegelski.

In Sunday’s The Dallas Morning News they announced the top 100 places to work. In both the announcement as well as in a column by Cheryl Hall, it was clear that the key factor (not just a key…but the key) in these companies was their solid leadership.  They cited examples of communication, motivation, setting clear objectives, giving feedback, and being clear on business progress as being the clear determinants for success in these top companies.  Since these topics have been discussed in this blog, I thought you might like to read what was said about these real examples of leadership in action.

For the article on the top 100 click here.

For Cheryl Hall’s column click here.   

© Copyright 2010, Dynamic Growth Strategies.  All rights reserved. 

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14. September 2010 by David Cegelski.

Recently while working as a performance coach to a client, I was reminded of just how important mentoring has been for me throughout my career.  I have been very lucky to have many mentors including:

Sharon Justice–who inspired taught me in my first job and then had the foresight to encourage me to leave it for bigger and better days.  She seemed to always have a ’sixth sense’ to see inside me (and others).

Tim Dempsey–who nurtured my early career with sound advice even when it didn’t match what I wanted to hear.  He continually encouraged my development even when it meant I had to make uncomfortable changes.

Chuck Canfield–who ironically mentored me first as a supplier and then gave me the best advice as  I started my business.  He’s always had the gift to ask the right questions and propel my thinking with his wisdom and experience.

These people have been unique and special throughout my career.  But guess what…none of them managed me.  They played key, informal roles in my career and professional development.  And the biggest role was that of a mentor.

What is Mentoring?

Mentoring is a structured and trusting relationship that brings professionals together who offer guidance, support and encouragement aimed at developing the competence and character of the mentee. A mentor is a respected and experienced professional who provides support, counsel, friendship, reinforcement and constructive examples. Mentors are good listeners, they care, and they want to help others realize strengths that are already there. A mentor is not a substitute manager, therapist, performance coach, or buddy.  Mentoring can help by:

• Improving attitudes about work, management, customers, etc.

• Encouraging people to stay motivated and focused on their development

• Helping people face challenges

• Offering people opportunities to consider new career paths and get much-needed skills and knowledge.

• Encourage people to accept challenging assignments and opportunities

How Mentoring Helps

At its most basic level, mentoring helps mentees because it guarantees that there is someone who cares about them, their development, and interests. It guarantees that they will have someone who will listen and offer unbiased advice, ideas, and feedback.

Mentors provide mentees with an experienced colleague who is ready to help in any number of different situations.  Mentors…

• improve self-esteem.

• provide support to try new behaviors.

• teach people how to relate well to others and strengthen their communication skills.

• help determine career goals and start taking steps to realize them.

• can use their personal contacts to help meet industry professionals.

• introduce people to professional resources and organizations they may not know about.

The number of ways mentoring can help are as varied as the participants involved in each relationship.

The most successful mentoring relationships are formal and agreed-upon.  That means that the mentee and mentor agree to the time, commitment, and outcomes.

Mentor’s Role

A mentor is a caring colleague who devotes time and attention to their mentee. Although mentors can fill any number of different roles, all mentors have the same goal in common: to help people achieve their potential and discover their strengths.

Mentors should understand they are not meant to replace formal levels of management or structure. A mentor is not a disciplinarian or decision maker.  Rather, they provide resources and ideas.  They also ask the ‘tough questions’ that we often wish to avoid.

A mentor’s main purpose is to help a person define individual goals and find ways to achieve them. Since expectations will vary, the mentor’s job is to encourage the development of a flexible relationship that responds to both the mentor’s and the mentee’s needs.

A successful mentor possesses the following qualities:

1. Willingness to share skills, knowledge, and expertise.

2. Demonstrates a positive attitude and acts as a role model.

3. Takes a personal interest in the mentoring relationship.

4. Exhibits enthusiasm in the field.

5. Values ongoing learning and growth in the field.

6. Provides guidance and constructive feedback.

7. Respected by colleagues and employees in all levels of the organization.

8. Sets and meets ongoing personal and professional goals.

9. Values the opinions and initiatives of others.

10. Motivates others by setting a good example.

How do you get started?

There are several ways but the easiest is to think of someone you admire and respect professionally.  They will possess the above 10 qualities plus should have some familiarity with your abilities and knowledge.

Then set a date to meet with them and ask them to mentor you. 

Of course, sometimes it is helpful to have a mentor outside of your normal circle of colleagues.  I’ve known of several successful programs such as Menttium and Management Mentors.  I’ve also found that many of the “leadership” programs offered through local chambers of commerce are quite good.

It doesn’t matter, in the end, how you start.  Just go out today and find a mentor who will help you in your career!

(Part 2 will look at leaders becoming a mentor.)

© Copyright 2010, Dynamic Growth Strategies.  All rights reserved. 

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22. September 2009 by David Cegelski.

Today marks the end of summer.  As I reflect back on this past season, one thing sticks out as a problem for me.

Have we all forgotten that the word ‘vacation’ comes from the word ‘vacate’?!

This summer I don’t know of anyone who really vacationed.  Sure, they went somewhere but they didn’t really vacate their jobs.  During their time of relaxation they were attached to their phone, computer, etc.  They really didn’t leave work.

Ok, you’re probably saying that I’m some sort of lunatic.  Come on, given the economy it was only prudent to stay connected to the office.  If that is the case, then you’re failing as a leader.

Yes, you are.

A leader must train their team so that they become self-sufficient.  Doing so not only allows for greater commitment, creativity, and loyalty from the team but it also frees up the leader to concentrate on further developing the organization (including their own development).

So why do so many of us believe we have to stay connected when on vacation?  I think it’s actually due to several reasons:

• Deep-down we don’t believe they can function without us

• We are the reason—the main reason—for the success of the organization

• We like to be in control

• We like to be ‘missed’ so to prove our importance we check-in

• It’s much easier to keep up on vacation rather than have a pile of messages waiting for you when you return

• Technology is cool, allowing you to stay connected

Imagine the messages this sends to your team.  The lessons regarding trust, communication, and daily operations remind them, sometimes nonverbally, that they are subservient to you and your knowledge.

Ask yourself, do you shop at Wal-Mart because of Sam Walton?  Do you drive a Ford because of Henry Ford? 

What we can learn from these leaders is that they knew that their legacy was in their leadership.  They created organizations that have sustained the test of time.  They built companies based on collective success rather than personal power.  If they had not, these companies wouldn’t exist today. 

I once had a manager who required me to call in every few days while on vacation.  I was puzzled why she required me to do so since we had worked together for several years, nothing major was happening while I was out, etc. but nonetheless, I called in every other day.  When I got back, I expensed the calls.  She was irate.  I said that I felt it was justified since she required me to do so.  She took the case to HR and Finance.  Interestingly, they both backed me saying that since she required it, the company had to reimburse me.  While I’d like to say I taught her a lesson, she actually taught me a lesson.  From that day on, I learned the value of leadership and trust.

This same lesson was reinforced last year when I advised the leader of one of my nonprofit clients to take the full-month off and not call or log in.  In discussions, I knew that he was beyond a reasonable limit of stress and was no longer effective.  He did so and came back renewed.  Unfortunately, his organization was incensed.  His board called for his resignation and cited his lack of leadership—he abandoned them.  In talking with several members of the board, it became clear that they had unrealistic expectations for him.  Eventually, he left the organization.  All had lost trust.  Sadly, no one came out a winner in this situation.

And don’t forget the ‘other side’ of these lessons.  Just think about the messages you are sending to your family and friends when you spend valuable vacation time with them logging and calling in.  Who is more important?

So let’s all work hard to put the ‘vacate’ back into ‘vacation’.  Show leadership by trusting others.  Model effectiveness by organizing others before you leave.  Use technology rather than be abused by it. © Copyright 2009 Dynamic Growth Strategies.  All rights reserved. 

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4. August 2009 by David Cegelski.

Lately I’ve received a lot of calls and emails about doing a 360° Managerial Feedback program for clients.  It’s been my experience that this is actually quite common during tough times, such as many organizations are currently enduring.  I thought it might be worthwhile to outline why and how to use such a program.

I’ve used such programs since 1990 and have found them quite useful, when deployed appropriated.  I’ve done such programs for companies, nonprofit organizations, and educational institutions.

The core purpose of any such program should be to provide feedback to managers from their peers, direct reports, and superior manager regarding performance.  (Note:  when you read manager you can substitute ‘leader’ if it fits your organization.)

Such a program is appropriately used for performance development, coaching, and teambuilding.

A 360º feedback program should not be used as a substitute for giving performance feedback, especially difficult issues.  Caution is also advised not to use this process in place of ongoing, forthright performance feedback, succession planning, or basic career discussions and decisions.  This includes using it as a mechanism to ‘weed-out’ poor performers.  Just don’t do it!

A few of the critical issues that have to be considered before embarking on such a program include:

• Willingness—all parties must be willing to participate and understand the reasons for the feedback

• Confidentiality—ensure feedback is confidential and anonymous

• Implementation—can be done via web or paper copy

• Follow-up Coaching—report will be reviewed with consultant and manager initially with an opportunity for the manager to develop action plans; second meeting with raters held a few weeks after initial coaching; further coaching recommended depending on results and usage

Before I begin a program, I discuss the following questions:

Are your managers experienced in their roles and their current team?

Yes—  If they have managed their current team for more than nine months, then they and their teams have enough behavioral information to use in completing a feedback program.

No—  If they are new to this team or if there is a constant state of flux in organization, the ability to complete a beneficial feedback program will be difficult.

I also ask if they have ever been through a similar such feedback program.  If they have, I ask about their experiences.  I find this is quite helpful in preparing the overall program—selection of feedback tool, coaching, and action planning.  Likewise, I strive to learn if such a program has been used by the organization and, if so, how successful it was.  In particular, I like to find out how it was perceived by raters (employees) as well as management.

Is the 360º Feedback Program integrated with other managerial and organizational development activities?

Yes—  If the feedback program is one of the activities used to develop the company and its managers, then it will be readily accepted as another component of building the business and its leaders.  Other components could include training, mentor programs, and job rotation.

No—  If this is the only activity to develop your managers, it will not be effective.  Managers and employees will not understand why and how feedback will develop them or their teams.  They will assume it is being implemented because of problems, to ‘weed-out’ ineffective managers, or to target employees who make negative comments.

What is your primary reason for implementing a 360º Feedback Program?

Management performance feedback.  While a program can be effective in giving managers effective direction, it should not be used in place of good, continual feedback regarding their performance.  They should receive regular such input from their management, peers, and direct reports and this program can augment that process.  It should be used in tandem with such feedback.

Other companies are doing it.  It seems to be popular.  Use caution in relying on other companies and their programs to adopt processes that are integral to your business.  Just as you would not singularly adopt another company’s accounting system, you should use discretion in choosing a feedback program for your company that is specific to your needs.  I often get calls from people saying that they’ve heard how wonderful such a program has been at another company.  Or they have read a book about such program.  Again, I work with them to ensure they understand the usages and implications of a program.  I once had a CEO insist that his CFO undergo a 360 process that was specifically tailored for salespeople.  I told him that it just didn’t make sense to do so.  He said the reason was to help the CFO understand the importance of sales.  I actually refused to do the program since I believe there are other ways to accomplish this.  (That, plus can you imagine the confusion of the raters having to give feedback to the CFO on their ability to sell—the assumptions and rumors would be rampant.)

Management and team development.  This can be the most powerful reason to adopt a 360º Feedback Program because it is most beneficial when it is geared towards building your leaders and teams into crucial contributors to your company’s success.  Such a program should be integrated into other business and people practices to gain maximum application and outcomes. 

My executive team wants it.  It is great that your executives see the need to develop their managers and teams.  While this is a welcome opportunity, ensure that you are clear on how they plan to use the program and why they are interested in it.  Take the time to discuss the program’s implications, implementation, and intent before launching it.  Challenge them to champion the program by beginning the process with them and then having them share it with their managers.  This will model effective leadership and encourage the entire organization to accept the program.

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10. June 2009 by David Cegelski.

30 years.  That’s the number of years since I graduated from St. Thomas High School in Houston.  Such milestones often make us stop, take stock of ourselves, and ponder our past.  That’s not something I naturally nor normally do but for this anniversary, I thought it worthwhile.

I realized it centered on one lesson.  “Teach me goodness, discipline, and knowledge.” (Psalm 119:66)  That was the motto of my high school.  The Basilian Fathers instilled this in us from our first day through our last day.  They created a total educational environment that ensured we matured into men who put goodness first, discipline second, and knowledge third.

I quickly realized that not only has this guided me for three decades, but it can guide leaders of any organization!

While in school, we repeatedly were challenged on our goodness, discipline, and knowledge.  The entire faculty, curriculum, and experience focused on this simple, yet powerful, message.

Goodness is first.  You must always strive to lead a life centered on good judgment, wisdom, and principles.  These principles guide you in making decisions of all kinds.  Ultimately, goodness is the ultimate characteristic of a humble person.

Discipline is second.  As a student, this was defined as having strong character and maintaining self-control in your life—with everyone and in all situations.  A disciplined person is able then to teach others by inspiring and modeling appropriate behaviors.

Knowledge is last.  While knowledge is necessary it cannot and must not be the primary source of your identity.  It should not define a person.  Rather, it encourages you to constantly learn and grow—to be open to new experiences and challenges.

Collectively, this motto helps transform selfishness and pride towards charity and unity.  In living for ourselves, we live for others (and vice versa).

In March, I visited my old school.  It had been some 20 years since I’d been on campus.  I also spent some time with three of the priests who taught me.  In both the tour of the campus and in talking with them, it became very clear to me that they continue to live a life of goodness, discipline, and knowledge and impart this on all who attend the school.  They’ve been doing so for 109 years and I expect they’ll do so for generations to come.

And so what are the lessons for leaders? 

1. Center yourself and your organization on goodness first, discipline second, and knowledge third.  Can you only imagine if those on Wall Street, in public service, or working as CEO followed such a mantra?  I believe, rather, they rely on knowledge and good returns—leaving discipline on the side of the road.

2. Plan for the future.  Build an organization that values longevity of ideas, concepts, and behaviors to support these.  In doing so, you’ll ensure the organization thrives for generations. 

If leaders could only adopt this simple motto, imagine the powerful memories they could create for their organization.  Some 30 years later, I continue to rely on this simple message.  Now, if they could only find a solution for the gray hair that comes with age…

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14. May 2009 by David Cegelski.

Given the circumstances many businesses and organizations find themselves in during this tough economy, I expect they’re struggling with the question of how to motivate employees.  I bet they’re wondering how they can not only keep people focused but, more importantly, how can they retain the talent with dwindling financial resources (not to mention that many ‘cool’ projects are on-hold because of the tough economic situation).

Frankly, it’s easy.  And no matter what you believe, it doesn’t cost much.

Take a look at the following list and pick the one thing that is most mentioned as the key motivator for employees:

1. money

2. extra time off, with pay

3.  the best benefit plan—health, dental, 401K, stock plan, etc.

4. clear understanding of their role and objectives

5. oak plaques, crystal sculptures, and trophies

6. nice office architecture, design, and workplace

If you chose #4, you’re right.

This shouldn’t be a surprise because the answer has been virtually the same for more than 65 years.  Whether you believe Abraham Maslow’s Hierarchy of Needs (in his 1943 article “A Theory of Human Motivation”), Frederick Herzberg’s Motivator-Hygiene Theory (in his 1959 book The Motivation to Work), or the recent work of Marcus Buckingham and Curt Coffman in their 1999 best-seller First Break All the Rules.  In their book, based on extensive research on employee satisfaction and motivation conducted for over 25 years by Gallup, they find there are 12 factors that motivate (listed in order of importance):

1. Clear performance expectations.

2. Materials and equipment to do the work right.

3. pportunities to do best work.

4. In the last 7 days, I have received recognition for good work.

5. Someone at work seems to care about me as a person.

6. There is someone at work who encourages my development.

7. In last 6 months—someone has talked to me about my progress.

8. My opinions count.

9. The company mission makes me feel my work is important.

10. Co-workers committed to quality work.

11. A best friend at work.

12. Opportunities to grow and learn.

And when you add the recent information from Rick Tate and Dr. Julie White in their book People Leave Managers…Not Organizations!, you can’t deny that the factors that motivate and inspire people are clearly related to strong leadership, exemplary management, and processes to support productivity. If you’re still not convinced, honestly answer these questions:

• “When was the last time I was really excited about work?  So excited I told everyone how wonderful work was.”

• “When was the last time I hated my job?  I was miserable.”

If you’re like most, your answers will confirm what we’ve known about motivation for over 65 years. 

Bottom line, it’s the work assignments, strong leadership, total work environment, and simple recognition that motivates people.

That said, I’d be lying if I didn’t admit that there are times in one’s life—back to my broke college student days—where money did ‘motivate’ me to stay in a job.  Surely there are times in all of our lives where we work just to survive.  But we don’t thrive in those jobs.  I think it’s just a combination of reality and practicality. 

So what are the lessons from all this?  Actually I think this is quite appropriate and timely to these tough times we face today.  Leaders should:

• set clear goals and provide ongoing feedback

• recognize people simply yet sincerely for a job well-done (a thank-you goes a long way)

• build a work environment that encourages creativity, involvement, and development

The smart leaders will do these three things.  Others will just look to bonuses, big offices, incentive trips, and crystal sculptures to reward and motivate people.  Keep an eye out for these managers—their people might be looking for a job soon. 

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14. April 2009 by David Cegelski.

About a week ago I presented several sessions at the annual Camp West conference.  (Camp West focuses on the summer and day camp market for Western US.).  At the end of one of my sessions, a guy approached me with a question.  He’s a new Camp Director and was struggling with the following question:  “How can I get my staff to like me?”

I immediately had a flash-back to a similar situation with one of my favorite bosses while I was at Nortel.  Wayne Higgins had a wise way of leading and teaching.  He once posed the question to me “As a manager, do you want to be liked or respected?  You can’t have both.”

This is a really good question to think about.

Sometimes to be liked, wrong decisions get made.  Focusing on what others think about you, you’re guided by the need to build transactional and transient positive feelings.  Not always does this translate into a long-term relationship.  Things are said (or not) in order to preserve or build a false sense of loyalty, friendship, or simply not to ‘rock the boat’.  Being liked is an outcome—an end.

To be respected means, I’ve found, speaking the truth.  And yes, you have to do so in a way that is straightforward and honest—the essence of respect!  It doesn’t mean you have to be blunt; rather that you speak as you would like to hear the same message as you were on the receiving end.  Respect, while harder to earn and maintain, usually will supersede likability in the long term.  Being respected means having to work on the relationship every day.  It is not an end.

And the neatest thing can occur when you go for respect, you can be liked!  However, I’ve found that if you go for being liked, you are not always respected. 

If you factor in the concept of trust—it becomes even clearer that respect should be your ultimate goal.  How many times have you heard (or maybe said yourself) “I like him, but don’t trust him.”  With respect, trust grows from a basis of shared experiences, discussion, and agreements.  Surely the linkage between trust and respect is stronger than that of likability.

So back to the guy at the camp conference.  I mentioned to him that there are a few things you can do to build a lasting, respectful relationship.  These include:

1. Speak only for yourself and truthfully

2. Listen to others and learn how to truly keep an open mind—dialogue, don’t debate

3. Guide people by words and examples

4. Give feedback when you believe others are receptive to hearing it and give complete, behavioral examples

5. Avoid gossip, innuendo, and assumptions

I ended my conversation with him telling him that even though I haven’t worked with Wayne for over 8 years, I still respect him as a leader, manager, and example of how to treat people.  That is not only a long-lasting memory but it is a valuable lesson.  It continues to be so today.

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24. March 2009 by David Cegelski.

Okay, we can all agree we’ve heard enough about AIG and most likely we’ve all formed an opinion.  I’d ask you to put your opinion aside just for a minute and consider the following case as I think it is quite instructive not only for AIG but for all organizations struggling with issues like executive bonuses and employee retention.

Partnair Flight 394 crashed on September 8, 1989 off the coast of Denmark enroute from Oslo to Hamburg.  On board were 50 employees of Wilhelmsen Lines—including the entire executive team.  All were killed.  Read the account here.

In an instant, the entire brain trust of the company was gone.

Given the rhetoric and messages coming from so many companies about the need to retain talent, you would expect that this catastrophic event clearly closed Wilhelmsen.  No!  In fact, today the company is stronger than ever and is a leader in oceanic transport and shipping.

Was it easy for them?  Clearly no.  Besides the obvious mourning for the company, employees, and even their customers, the company learned a couple things from this experience:

1.      Management must share leadership with all levels of employees.  They must create an environment where people are motivated, empowered, and have the resources to make things happen.  Avoid placing all responsibility on a few people.

2.      Always prepare the next level of managers and leaders.  Actively develop, train, and coach people who can step-in once key people leave the organization.  This requires organizations to enact strong succession planning processes.

Does this work?  Yes.  Just look at Wilhelmsen today—they are stronger, have a greater market share, and are one of the top admired companies in their industry and worldwide.

How do you get started?

First, it takes management that is willing and eager to share responsibility for decision-making, directing the company, and that will enthusiastically listen to employee input (without stifling creativity or honesty).   

Second, it means that companies must build sustainable succession planning programs.  Such programs must start with a clear understanding of critical roles, functions and processes that must be protected to ensure normal operations.  From there, consider the following steps:

1. Determine future needs of the organization—processes, roles, products, competencies
2. Assess current jobs, employees, and departments—compare them to future needs
3. Scan the external environment—benchmark competitors, customers, and your pipeline
4. Build a robust performance management system—provides performance feedback and identifies key personnel
5. Invest long-term development in key personnel—training, coaching, job assignments, and yes—compensation
6. Periodically review your program—annually at least, more frequently during turbulent times

So what are the implications for today?  Just re-read the two lessons Wilhelmsen learned from this tragic incident.  Put aside the emotionally-charged language coming from all the pundits—corporate executives, politicians, media, etc.—and concentrate on building an organization that can withstand anything, even the loss of key staff.  It can be done.  It has been done.  It must be done!

Check back next week when we’ll look at the Partnair case study from a different angle—that of the airline.

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