Team Motivator
Jon Gordon
November 3, 2010

You won’t find Motivation 101 in most business schools, yet the ability to motivate your team is one of the most important skills a leader must possess. Here are six strategies —no speeches required — to unite and engage your team.

Many leaders are continually frustrated by their team’s performance and low morale and engagement. The answer doesn’t involve fancy technology, a new piece of equipment, or extensive R&D. In fact, the answer lies in a basic human emotion: motivation.

Unfortunately, motivational speeches don’t work. But leaders who motivate do. Now, more than ever, a leader’s job is to motivate and rally the team through challenging times. You can’t outsource motivation. It is the leaders and managers who must motivate.

Most business leaders want to take the emotion out of business, but that is a huge mistake. When fear and negativity are the primary emotions people in your organization are feeling, you have to counter that with an even more powerful emotion, like faith, belief, and optimism. And your success in that depends on your ability to motivate.

Motivation has long been considered a soft skill that was hard to quantify, so most companies left it up to annual meetings and inspiring rallies to keep their employees fired up. But what leaders are realizing is that it’s quickly becoming a vital part of their everyday job descriptions.

Culled from my books The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy and Soup: A Recipe to Nourish Your Team and Culture (Wiley, May 2010), here are my six strategies to motivate your people and get the results you want:

Don’t be too busy to communicate. Uncertainty creates a void. Unless you, the manager, fill that void with clear and positive communication, people will assume the worst and act accordingly. Fear and negativity will creep in and dominate their thoughts, behaviors, and actions. Don’t let your busy schedule get in the way of taking the time to talk with your team. In fact, you should make communicating a top priority on your list each day.

Communicate with transparency, authenticity and clarity. Whether you have a scheduled morning meeting each day, make the rounds in the afternoon or take your team to lunch, make it a priority to make time to talk to each and every member of your team on a regular basis. You may be busy, but the truth of the matter is that you really can’t afford not to.

Lead with optimism. Between the doom and gloom media coverage, the workplace rumor mill, and the overall uncertainty of the economy, it seems that pessimism has become the name of the game. As a leader, your most important weapon against pessimism is to transfer your optimism and vision to others. This inspires others to think and act in ways that drive results.

Leadership is a transfer of belief — and great leaders inspire their teams to believe they can succeed. As a leader and manager, you are not just leading and managing people, but you are also leading and managing their beliefs. You must utilize every opportunity available to transfer your optimism. From meetings to daily emails to individual conversations to teleconferences, it’s imperative that you share your optimism with your team. Optimism is a competitive advantage, and you need to convey it in all you say and do. As one of the greatest American innovators, Henry Ford said, “Think you can or think you can’t — either way you are correct.”

Share the vision. It’s not enough to just be optimistic. You must give your team and organization something to be optimistic about. Talk about where you have been, where you are, and where you are going. Share your plan, talk about the actions you must take, and constantly reiterate the reasons why you will be successful.

Create a vision statement that inspires and rallies your team and organization. Not a page-long vision statement filled with buzzwords, but a rallying cry that means something to the people who invest a majority of their day working for you. This vision statement can’t just exist on a piece of paper. It must come to life in the hearts and minds of team members. So it’s up to you to share it, reinforce it, and inspire your people to live and breathe it every day. A positive vision for the future leads to powerful actions today.

Relationships build real motivation. It’s much easier to motivate someone if you know them and they know you. After all, if you don’t take the time to get to know the people who are working for you, then how can you ever truly know the best way to lead, coach and motivate them effectively? And for that matter, how can you expect them to trust and follow you if they don’t know you as well?

Relationships are the foundation upon which winning teams and organizations are built. I’ve worked with numerous NFL coaches and have seen firsthand how the most successful coaches and best motivators are those who develop meaningful relationships with their players. The same strategy that works on the field works on projects as well.

Create purpose-driven goals. When it comes down to it, the real force behind motivation has nothing to do with money or number-driven goals. Real motivation is driven by purpose and a desire to make a difference. In fact, people are most energized when they are using their strengths for a purpose beyond themselves. When team members feel as though the work they do is playing an integral role in the overall success of the company, they are motivated to work harder. Similarly, when they feel as though they are working for something more than just the bottom line, they feel good about the work they are doing.

So as a leader, you will want to motivate your team by focusing less on number goals and more on purpose-driven goals. It’s not the numbers that drive your people but your people and purpose that drive the numbers. Sit down with each individual on your team and talk through what their personal goals are and how you see those goals fit in to the bigger picture. Give them a sense of purpose that will fuel their fire towards taking action.

Nourish your team. These may seem like strange words to apply to the workplace. But they are spot-on. The main question every employee in every organization wants to know is, “Do you care about me; can I trust you?” If your answer is yes, they will be more likely to stay on the bus and work with you. Team members who feel cared for, honored and nourished are more engaged in what they’re doing and will work at their highest potential.

Think about it. Gallup’s research shows that employees who think their managers care about them are more loyal and productive than those who do not think so. If you nourish your team and take the time to invest in them, they will pay you back in productivity, creativity and loyalty. If your team members know that you care about them, they will want to do good work for you. It’s the greatest motivator of all.

Remember this simple formula. Belief plus action equals results. If you don’t believe that something can happen, then you won’t take the actions necessary to create it. If you believe that your team can do big things, they will believe it, too. And that belief will fuel the fires of action and provide you with the results you’re looking for.

Jon Gordon is a consultant, keynote speaker, and the international bestselling author of Soup, The Energy Bus, The No Complaining Rule, and Training Camp, all from Wiley. He has worked with such clients as the Atlanta Falcons, the PGA Tour, Northwestern Mutual, JPMorgan Chase, and Publix Supermarkets. A graduate of Cornell University, he holds a master’s degree in teaching and works with numerous businesses, professional sports teams, schools, universities, and nonprofit organizations. For more information about Jon or his books: www.JonGordon.com.

How to Create a Strong Password

I conduct pretty much all of my business online. I use a dozen different web applications on a daily basis. I rely on these tools to get my work done, which makes it absolutely crucial that I do everything I can to protect my information. I do my best to find trustworthy applications, but in the end, some of my security comes down to something I do for myself — choosing good passwords.

A good password has to balance security with our ability to remember it, because minimizing the number of places that a password is written down or otherwise recorded is a good idea. It’s a tough line — the most memorable passwords are the easiest to crack, while the most secure are a jumble of characters that are impossible to recall. But there are some steps you can take to create a reasonably secure password that you’re less likely to forget.

1. Forget about amusing passwords. Among the most common passwords are those that seem to amuse the person creating them — there are plenty that use profanity or insults. Some sites, such as Twitter, have actually created lists of words that are banned from use as passwords. A surprising number of them fall into this category. Passwords such as these aren’t secure, if only because they’re relatively common and more likely to be tried first if someone is trying to crack your password.
2. Try longer phrases. Most of us have an easier time remember actual words and phrases than random assortments of letters and numbers. Using just one word, perhaps with a number tacked on to the end, is often less secure, however — certain methods of hacking passwords include simply running a dictionary through the password system. Using a longer phrase — especially if it includes numbers or other characters — makes it significantly harder to guess.
3. Use a minimum of eight characters. Longer passwords are better. Most sites require you to have at least six characters in your password these days. Some are moving up to eight, but if you can go for longer, you should. That’s another benefit of using a phrase.
4. Choose related, but not identical, passwords. You want to minimize the chances you’ll forget a password, but using identical passwords means that if one of your accounts hacked into, you’ll run the risk of having other accounts hacked as well. One option may be choosing phrases about the same topic, while another is changing key parts of your password to reflect the site you’re using it for.
5. Don’t use personal details. In the event that someone is hoping to gain access to your personal accounts, details like your phone number, employment details and important dates in your life will be among the first passwords typically tried. Instead, you want to use something that may have personal meaning for you — at least enough to help you remember it — but that won’t be easy for anyone else to guess.

How do you create secure yet memorable passwords?

Photo by Flicker user akeg licensed under CC BY-ND 2.0

“Christmas! The very word brings joy to our hearts. No matter how we may dread the rush, the long Christmas lists for gifts and cards to be bought and given–when Christmas Day comes there is still the same warm feeling we had as children, the same warmth that enfolds our hearts and our homes.”
~ Joan Winmill Brown, American author and editor.

Created by allthingschristmas.com

Once upon a time two brothers who lived on adjoining farms fell into conflict. It was the first serious rift in 30 years of living side-by-side, sharing machinery, and trading labor and goods as needed without a hitch. Then the long collaboration fell apart. It began with a small misunderstanding and it grew into a major difference, and finally it exploded into an exchange of bitter words followed by weeks of silence.

One morning there was a knock on the older brother’s door. He opened it to find a man with a carpenter’s toolbox. “I’m looking for a few days’ work,” he said. “Perhaps you would have a few small jobs here and there. Could I help you?”

“Yes,” said the older brother. “I do have a job for you. Look across the creek at that farm. That’s my neighbor, in fact, it’s my younger brother. Last week there was a meadow between us, he took his bulldozer to the river levee, and now there is a creek between us. Well, he may have done this to spite me, but I’ll go him one better. See that pile of lumber curing by the barn? I want you to build me a fence — an 8-foot fence — so I won’t need to see his place anymore. Cool him down, anyhow.”

The carpenter said, “I think I understand the situation. Show me the nails and the post-hole digger and I’ll be able to do a job that pleases you.” The older brother had to go to town for supplies, so he helped the carpenter get the materials ready and then he was off for the day.

About sunset when the farmer returned, the carpenter had just finished his job. The farmer’s eyes opened wide, his jaw dropped. There was no fence there at all. It was a bridge — a bridge stretching from one side of the creek to the other! A fine piece of work, handrails and all — and the neighbor, his younger brother, was coming across, his hand outstretched.

“You are quite a fellow to build this bridge after all I’ve said and done.”

The two brothers met at the middle of the bridge, embracing one another. They turned to see the carpenter hoist his toolbox on his shoulder. “No, wait! Stay a few days. I’ve a lot of other projects for you,” said the older brother.

“I’d love to stay on,” the carpenter said, “but I have so many more bridges to build.”

Do you have any bridges to build?  Don’t wait…

More and more jobs require the use of computers. With the information age being available on the computer, more and more people are spending endless hours in front of the screen.  After a long day in front of the computer, it is common to start feeling tired, irritable, or pain in the eyes or head. Staring at computers and forgetting to relax and give the eyes a break can cause permanent damage and eye problems.
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No one is expected to live a life without computers; we all need them and are use to them being a part of our daily lives. However, it is important to listen to our bodies and relax or take a break when necessary.
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Listen to your body; it knows better than you do when it’s time for a break. Do not work until your eyes burn; you missed all the previous signs. Take short breaks every hour of work. This means get at least once every hour and walk around. However, taking breaks isn’t enough. Look away from the screen every 15-20 minutes for a minute or two. Look at things close and far away to allow the eyes to adjust and move around. The goal is to avoid the strain in the first place.
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Blink as often as you can to keep the eyes lubricated. Take a few minutes to roll the eyeballs around; you can do this with your eyes open or closed to avoid looking silly. Open and close your eyes often to give them a short break. Yawn if you have too. Yawning stretches out the jaw muscles and keeps them from becoming tense causing headaches and eyes strain.
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Move around as much as possible. You should always be in a comfortable position so adjust your body or chair as often as needed. Move the keyboard or monitor so you aren’t stretching your neck or looking at things at a strange angle. Try to avoid glare on the monitor, move it around as the sun moves or get a screen protector.
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Keep the work area bright and well lit. Bright lights lighten up the mood and keep you feeling positive. Dim lights only bring down your mood and cause you to feel sluggish. Making minor changes in the work space and taking breaks often can keep long hours in front of the computer from permanently damaging the eyes.

Courtesy of danrobey@thepowerofpositivehabits.com

Open to Feedback?

You work hard on a project and are pleased with the final product. So, what is your honest, gut reaction when your boss or a colleague starts picking it apart and identifying the areas in which it could be improved? Are you truly open to their feedback in that moment? Or, are you coming up with a long list of defensive justifications as to why your way was better than what your co-workers are suggesting?

Leaders are always looking for input on how they can enhance their performance. When you are faced with criticism (especially when you have given your all to a project) pay close attention. That feedback is a gift. You are being given insight that you would not otherwise possess. It’s possible that your way turns out to be the best way. However, that cannot be determined until you have heard others’ opinions. Opportunities to improve performance exist daily. Set aside your ego and be open to feedback and always strive to take your already excellent performance to the next level.

From Lead Star, LLC   http://www.leadstar.us/

Fear less, hope more;

Eat less, chew more;

Whine less, breathe more;

Talk less, say more;

Love more, and

all good things will be yours.

Swedish Proverb

A boy was 11 years old and went fishing every chance he got from a dock at his family’s cabin on an island in the middle of a New Hampshire lake. On the day before the bass season opened, he and his father were fishing early in the evening, catching some fish and perch with worms.

When his pole doubled over, he knew something huge was on the other end. His father watched with admiration as the boy skillfully worked the fish along side the dock. Finally, he very gingerly lifted the exhausted fish from the water. It was the largest one he had ever seen, but it was a bass. The boy and his father looked at the handsome fish, shining in the moonlight. The father lit a match and looked at his watch. It was 10 p.m., two hours before the season opened. He looked at the fish, then at the boy. “You’ll have to put it back, Son,” he said. “Dad!” cried the boy. “There will be another fish,” said his father. “Not as big as this one,” cried the boy.

He looked around the lake. No other fishermen or boats were around in the moonlight. He looked again at his father. Even though no one had seen them, nor could anyone ever know what time he caught the fish, the boy could tell by the clarity of his father’s voice that the decision was not negotiable. He slowly worked the hook out of the lip of the huge bass and lowered it into the black water.

That was 34 years ago. Today, the boy is a successful architect in New York City. His father’s cabin is still there.. He takes his own son and daughters fishing from the same dock. He was right. He has never again caught such a magnificent fish as the one he landed that night long ago. But he does see that same fish — again and again — every time he comes up against a question of ethics.

For, as his father taught him, ethics are simple matters of right and wrong. It is only the practice of ethics that is difficult. Do we do right when no one is looking? Do we refuse to cut corners to get the design in on time? We would if we were taught to put the fish back when we were young. For we would have learned the truth. The decision to do right lives fresh and fragrant in our memory.

This story  is reminding you not only that you already know the difference between right and wrong; you feel it in your gut. But do the right thing, and be an example to others. They will never forget.

“GREAT GIFTS TO GIVE”

These priceless gifts are not seasonal. We can give them all year long. As we give them, we will find that giving enriches the giver as much as the recipient. These gifts are worth a million dollars, but they don’t cost a cent.

1. The Gift of Listening
But you really have to listen. No interrupting, no planning your response. Just listening.

2. The Gift of Affection
Be generous with appropriate hugs, kisses, pats on the back, and handholds. Let these small actions demonstrate your love for family and friends.

3. The Gift of Laughter
Clip cartoons. Share great articles and funny stories. E-mail especially good ones to people you know are feeling blue. Your gift will say, “I love to laugh with you.”

4. The Gift of A Written Note
It can be a simple “I love you” or “Thanks for your help.” A brief, handwritten note may be remembered for a lifetime, and may even change a life.

5. The Gift of A Sincere Compliment
A simple and sincere, “You look great in red,” “You did a super job,” or “That was a wonderful meal,” can make someone’s day.

6. The Gift of A Favor
Every day, go out of your way to do something kind. Try it on your way to work, or wherever you go today.

7. The Gift of Solitude
There are times when we want only to be left alone. Be sensitive to other people’s feelings, and give the gift of solitude to others.

8. The Gift of Good Cheer
The easiest way to feel good is to make others feel good.

I’m asking each of you to try some of these out.   Start now!

By: Courtney Lynch, Founder, Lead Star LLC

Every strong leader understands the value of building a great network.   Many will say that success is not about what you know; it’s about who you know.  While I agree that having a robust network is an important success factor, leaders view their networks from a service perspective versus a “what can the people I know do for me” mindset.

Here are five, specific leadership actions you can put into practice as you work to cultivate meaningful relationships with those who have potential to be a part of your network:

• When you meet someone new, seek to learn from them. Leaders recognize that knowledge comes through listening to others well and seeking to learn from them.   Whether you are at a cocktail party or a conference, whenever you encounter a new person, recognize the valuable learning opportunity that is in front of you.  Find out what the person enjoys and ask questions about their interests.  You’ll be surprised at how much someone can teach you quickly about something they love.
• Find common ground with others. While it’s important to have a diverse group of professionals in your network, it’s also important to share similar values, beliefs and experiences.  What keeps a networking relationship strong is a common interest, activity or goal.  As you connect with others seek to determine what you have in common.  Ideally we would have unlimited time to spend with everyone we meet, but this is certainly not the case.  Instead, we have to be realistic about who we can actually stay connected to.  By networking with those you have a variety of things in common with, you increase the likelihood that you’ll be able to add value to someone now and in the future.
• Offer something of value after your first meeting.   If you meet someone who you’d like to add to your professional network, during your initial follow up provide that person with something of value.  From an article of interest, to a referral to someone relevant to them, to making a key introduction on their behalf—be a resource for them right from the start.  Knowing you want to offer something of value also helps to focus the conversation you have with someone you are just meeting.
• Share your true personality right up front.  Be who you are when you interact with others.  By bringing your authentic self to your interactions with others you start any future relationship off on a firm foundation.  Plus, when you demonstrate your comfort with yourself, you’ll put the person you are meeting at ease.
• Keep in mind that you won’t connect well with everyone.  Networking is an art.  Sometimes we hit it off with others and can provide value to them right away.  Other times we just don’t connect with someone.  Just as with all other types of relationships, some will be great and last for years, others are just for the moment, event or conference.  Don’t put pressure on yourself to relate well to everyone you encounter.  Instead, follow up only on meaningful connections with people you enjoy.

Happy Networking!

http://www.leadstar.us/