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The Five Practices of Exemplary Leadership: Inspire a Shared Vision
Leaders have a clear vision of the future and share that vision in a way that allows others to see themselves in it.
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How Recognition Increases Performance
Recognition can have powerful effects because it helps our brain believe our behavior matters.
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Emotional Contagion in the Workplace
A positive manager spreads positivity throughout the team.
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Providing Positive Recognition
Recognizing others has a multitude of benefits, as long as you approach it the right way. Learn how you can succeed where others fail.
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Smashing Radios and Anger Control
Throwing a radio won’t fix a mistake. In fact, explains John Snook, it’s only the beginning of a bigger set of problems.
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Don't Overlook Good People
Good people often get overlooked. As Lorraine Heggessey shares, a bit of praise, a new challenge, and new responsibilities can convert an employee from one who is about to be written off to one who works at his full potential.
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Relationship Building Begins with Interest
If you’re not interested in people and their development you probably won’t be an effective leader.
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Learn to Motivate People Internally
External motivation has a finite impact. In this lesson, Stuart Symington describes why real and lasting motivation must be born internally.
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Positive Versus Negative Motivators
Negative motivators, such as reducing budgets and insisting on quick results, can be effective in the short run but have negative long-term consequences. Motivators such as encouraging employees to be passionate about goals have a better longer-term result.
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The Power of a Mantra
To find the soul of your organization, Grattan Kirk explains how you can use the power of a mantra to change its entire culture for the better.
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How to Energize Others
To energize others, raise their ambition. Inspire them to reach beyond where they think they might go, to a place they might never have thought about. And tell the truth. Be honest. Barton Dominic found honesty helpful in his own career.
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The Neuroscience of Motivation
The brain responds to stimuli as threats or rewards. The threat response is five times stronger than the reward response, so threats get more attention, but also reduce creativity and collaboration. Rewards produce better, faster, and more sustainable results.
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Live Event: The Scientific Secrets of Perfect Timing
This Live Event was initially webcasted on April 16, 2019.
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Doing Cartwheels in the Hall
What would it take for you to do a cartwheel in the hall? Incentives are: formal mechanisms in an organization that influence how people think and behave, story telling, role modeling, and skill building. Applying all four incentives can produce a profound effect.
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Write Your Own Lottery Ticket
People who write their own lottery number value their number five times more than people who are handed a number. Scott Keller tells how “writing your own lottery ticket” can be applied in the workplace—how employees can be encouraged to invest themselves.
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Social Contracts
Market contracts often motivate with money. Social contracts are more powerful. Examples include having everyone over for dinner, and hand written thank-you notes, especially to spouses. Sam Walton said a thank-you is absolutely free and absolutely worth a fortune.
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Meaningful Motivators
When team members choose which word gives them the most meaning at work—“me,” “team,” “customer,” “company,” or “society—about 20 percent choose each word. This means that you as the leader must tell five stories at once, one for each group.
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The Power of a Thank You
Working in the airline business, William Mitchell has learned in recent years how important it is to make people feel valued. A word of thanks, he says, can go a long way.
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Think Like a Client, Act Like an Owner
To build discipline and continuity in the organization Dan Glaser believes it’s important to first define what your core beliefs and goals are, and then to “think like a client, act like an owner.”
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Creating Positive Team Environments
Praising people is important, but how you praise matters more. Instead of praising outcomes like report cards and work products, praise the process. This shows that behavior matters. Praise the process that leads to the desired outcomes.
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Why Am I Working Here?
The most destructive thing in an enterprise occurs when people can’t connect the work they do to the success of the enterprise — its financial goals, productivity goals, safety goals, development goals, innovation goals, etc. Else what’s the point of working there?
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The Power of the Introverted Leader
Many leaders in business and politics are introverted. They have accepted a leadership role because they are passionate about their vision.
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Increasing Engagement in Your Organization
Engagement is the connection employees have with the organization and each other.
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Providing Positive Recognition
Marshall Goldsmith describes the importance of providing positive recognition - what works, what doesn't.
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How to Engage Your People to Win
Engage people by aligning their actions, building their sense of well being, and making sure managers apply these recommendations.
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Be Clear What The Aim Is
Sir Gerry Robinson offers advice on making sure you and everyone in your company knows what you're trying to achieve and what their part in it is.
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Recognize Your Reason to Believe
To accomplish what you never thought possible, you have to find your reason to believe.
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Engage, Empower And Excite Your People
Impossible! This is the red flag that challenges people, and according to William Johnson, people love to be challenged to achieve what they think others can't achieve.
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Motivating with Peer Competition
Motivation doesn’t always come from the carrot and stick, but from peer competition.
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To Motivate, Clarify Expectations for Performance and Promotion
While compensation can serve as a motivator, leaders should never underestimate the significance of recognition and setting clear expectations for advancement.
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Passion and Productivity
Nothing motivates more than the belief that what you are doing truly matters - serves a greater good.
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Cultivating Realistic Optimism
Positive emotions drive high performance but optimism isn’t enough. Tony Schwartz recommends that optimism be tempered with realism. Be optimistic about the future but realistic about what is happening now — realistic optimism.
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Giving the Most to Your People
How do we invest more in our people, so they can bring more of themselves to work? There are four components: physical energy, emotional energy, mental energy, and spiritual energy.
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Motivating Your Team
Jason Jennings describes motivation tactics that work.
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Culture: Like a Garden, Creating a Vibrant Culture Requires Daily Practice
Culture is the behaviors that represent the values, the container that supports performance. Creating a culture is a daily gardening behavior: prepare the soil, plant the seeds of expected behaviors, weed, nourish, and tend to it every day.
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Maslow's Hierarchy Applied to Investors
Maslow’s hierarchy for investors is the transactional investor, who wants the ROI when the relationship ends; the successful investor, who is interested in long-term relationships; and the legacy investor, who wants a transformative effect on something beyond themselves.
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Motivation
To motivate people, connect with their passions outside of work.
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The 8th Habit: From Effectiveness to Greatness
The 8th Habit is about achieving greatness; finding your voice and inspiring others to find theirs.
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Meaningful Work Is Motivating
All employers want their employees to find meaning in their work. Ian Metcalfe uncovers how to find that meaning, and the role leaders play in helping employees find it.
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Autonomy Creates Power
Raju Bhatia says, “That control is the best which controls the least.” He believes that an autonomous organization is one that gives individual workers the freedom to express themselves and to perform in an outstanding manner.
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What the Best Motivators Do
The best motivators get the workers to feel pride in the work they have to do.
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Meaning Is the New Money
Money is less of a motivator these days. A more powerful motivator is the meaning behind the work.
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Managing Overconfidence in Your Manager
Few people like to tell their boss that he might be wrong, especially if the boss is overconfident about his ideas. But there’s a way to do that, as Jill Klein explains, that will likely result in him accepting the ideas that run contrary to his.
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Engagement is More than Motivation
Engagement includes more than motivation, a sense of personal affiliation, pride in your work, purpose in your work, and belonging to something worthy.
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Give Meaning to Work
Giving meaning to work is more than telling people what to do and how to do it.
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Keeping Employees Motivated When Promotions Are Not Available
Do you know how to keep your employees motivated even when career advancement is stagnant? Alan Berson has some ideas to keep employees engaged.
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Inspiration is Foundational to Leadership
Inspiration is allowing people to be validated for their worth. Inspiration is sharing a vision of what we do, why we do it, where we’re going, and how their role fits that value proposition, no matter what they do. Inspiration is telling people that what they do matters.
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Results Through Individual Accountability and Cross Functional Teams
Employees cannot tell you what motivates them over a cup of coffee. You have to observe them over time for how they react to things, how they go about their daily work, what frustrates them, and what they find energizing.
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Motivate by Satisfying Psychological Needs
High-quality motivation comes from satisfying the three psychological needs that are foundational to all human beings.
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Optimal Motivation
People are always motivated, and different motivational outlooks produce different outcomes.
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Motivation Misconceptions
When intrinsic motivation is absent, leading with carrots and sticks isn't the answer. Instead, motivate by providing a sense of purpose and by satisfying psychological needs.
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The Four Ingredients of Employee Motivation
Employees want autonomy, opportunities to grow and collaborate with each other, and a sense that what they do is important to the company.
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From Behavior to Belief
Management is about persuading others to do things.
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Growing Your Business Through People
Ken Wright replaced a Harvard-educated bank executive who bragged about the 60 percent ratings his section received for staff and customer satisfaction. Ken improved up on this. Learn how.
