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July 17 - July 23, 2020
5. Hire less; higher pay.
Daniel H. Pink, in his best-selling book Drive: The Surprising Truth About What Motivates Us,
why compensation is a lot less effective as a motivational to...
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The key to affording higher wages (we’re talking frontline employees, not senior leadership) is a lower total wage cost as a percent of revenue.
“Fairness” does not mean “sameness.” You need to be creative and flexible in order to keep your top talent happy, from a compensation-package perspective.
4. Give recognition and show appreciation.
“The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology.
Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!)
Chip Conley’s excellent book Peak: How Great Companies Get Their Mojo from Maslow,
“Don’t copy somebody else’s compensation system.”
3. Set clear expectations and provide a ...
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Jack Stack, author of the book The Great Game of Business: The Only Sensible Way to Run a Company,
Once people understand their role and contribution, great managers set clear and consistent expectations about the outcomes of their team’s work. By defining the what and not the how, great managers give employees the autonomy to find their own way of achieving these goals.
autonomy is one of three main drivers of human motivation,
Dan Pink explains in Drive.
define for each quarter:
1. KPIs — Two to three key performance indicators that objectively signal people on whether they had a productive day or week.
2. Priorities — A handful for the next quarter needed to achieve the Critical Number and improve on a KPI.
2. Critical Number — The main bottleneck that each employee or team must fix during the quarter.
2. Stop demotivating; start “dehassling.”
The best managers are less concerned about motivating their people and more concerned about NOT demotivating them.
prevent the hassles that block their team’s performance. Such demotivators are usually related to iss...
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The #1 demotivator for talented people is having to p...
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“The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,” explains Patty McCord,
Fixing people issues for your team can also mean “firing” a client.
1. Help people play to their strengths.
What ultimately sets great managers apart from the merely good ones is that they help their people play to their strengths.
your team take the inexpensive online StrengthsFinder assessment offered by Gallup (gallupstrengthscenter.com).
Donald O. Clifton, Now, Discover Your Strengths,
tmbc.com and get Buckingham’s six-DVD series titled Trombone Player Wanted.
Finding employees’ strengths and focusing workers on those assets is the most powerful people- management tool we can suggest.
Ask a great manager the same question and she will describe each of her team members with specific details about their personality, strengths, and achievements.
Managing is about differences; leading is about sameness. Great managers discover what is different about people and capitalize on it.
(Marcus Buckingham, this time in his book The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success,
Companies can cope with a charismatic leader (who struggles with managing) until they get to about 50 employees. But as soon as you approach 100 or more people, you have to put in place a team of managers capable of adopting the five habits outlined above.
Liz Wiseman’s Multipliers: How the Best Leaders Make Everyone Smarter
Patrick M. Lencioni’s The Five Dysfunctions of a Team: A Leadership Fable.
Laurie Bassi, co-author of Good Company: Business Success in the Worthiness Era.
Jack Daly suggests, “Why don’t you throw people a party when they start, instead of when they leave?”
Onboarding needs to be a celebration, not paperwork.
To inculcate a new employee (bring her into the culture) properly, structure a formal orientation process. It’s most effective when organized around doing real work while emphasizing the company’s Values and Purpose.
The involvement of senior management in the onboarding process is critical.
Frances Frei and organization builder Anne Morriss remind leaders in their breakthrough strategy book Uncommon Service: How to Win by Putting Customers at the Core of Your Business,
All Growth Companies Are Training Companies
The only way to grow a company is to grow the people first.
The research definitively shows that training and development increases loyalty.
how much should you spend on training? It obviously depends, but 2% to 3% of your payroll is a good benchmark.
focus first on your middle management. In most growth companies, they have the hardest jobs and are critical to employee engagement and retention, yet get the least preparation for it.
Malcolm Gladwell’s video seminar Outliers: Why People Are Successful,
The Happiness Advantage by Shawn Achor
