Bresnahan's Shorts* - November 2007

*Short topics

Demotivation—Ha?

"Most companies have it all wrong. They don't have to motivate their employees. They have to stop de-motivating them."

With this one statement, researchers recently trashed the idea that employees only work for the money, and therefore, require prizes, slogans, and other special measures to keep them focused.

Researchers with Sirota Survey Intelligence, a management research firm, conducted surveys from 2000-2004 of approximately 1.2 million employees at 52 Fortune 1000 companies. The key finding was:

"The great majority of employees are quite enthusiastic when they start a new job. But in about 85% of companies, employees' morale sharply declines after their first six months - and continues to deteriorate for years afterward."

Blame was directed to both companies and line managers. Deficiencies were cited in dealing with people, ranging from being overly bureaucratic structures to attitudes of "well, that's what we pay them for." Additionally, that initial motivation continued and grew.

Here are some things to do to change this downward spiral:

• Create an atmosphere of pride and recognition. Iinstill a sense of meaningfulness in what the company does. This translates into a reason for being there that goes above and beyond money. The surveys show that a great de-motivator is the lack of a simple thank you for a job well done.
• Redefine the manager's role. "A command and control style is a sure-fire path to de-motivation," say the researchers. They recommend that managers redefine themselves as "expediters," whose primary mission is to clear away obstacles and lobby for workers needs so their jobs are made easier. This includes dealing decisively with the 5% of workers who demonstrate that they shouldn't be there through their poor performance.
• Build a Team. Sirota's studies show that "the quality of a group's effort ... is usually superior to that of individuals working alone." Teams build camaraderie and provide opportunities for team members to learn from one another. Managers need to " assess who works best with whom," and provide clear expectations on how the team will operate and on goals they are expected to meet.

To facilitate all of this the manager needs to communicate clearly, through words and by truly listening to employees. "Workers' frustration with the absence of adequate communication is one of the most negative findings,” expressed on employee attitude surveys.

Lack of effective communication is a serious shortcoming. Without communication, there is no organization. Teams can't work together. Customers are misunderstood. Leaders may try to lead, but few know how to follow (which is an element of a good leader).

Here are some tips to improve communication:

• Communication begins before conversation. Some 40% of what's communicated comes through body language and tone of voice. Both must match the message. When you relate that a mistake was "no big deal," don't roll your eyes and wince. On the phone, voice tone is everything; never have loud background noise when you are talking.
• Use the name of the person you are speaking with. Nothing establishes rapport better than acknowledging others by name. Some people have a gift for remembering names, while others struggle. Connecting the person's name with someone famous, e.g. George is mentally connected to George Washington.
• Start with small talk. Chatting casually opens the door to more substantial messages, but gauge the person’s reaction so as not to go on too long ... and never share workplace confidences or gossip.
• Tailor your conversation to your audience. Talks with a boss, co-worker, or customer each require a different style. With bosses, pick the right time and ask for what you need and what they can deliver. For colleagues, be humble, reliable, and discreet. If customers call with problems, listen, apologize, and offer a solution. A natural smile when appropriate, even on the phone, can be most helpful.
• In writing, match your format to your audience. A short e-mail is fine for inviting a colleague to lunch, but use a more formal letter to ask an important customer to dinner. Remember that others beside your recipient may read your written words, both now and in the future. Never write what you wouldn't want openly read.
• Meet when it makes sense to meet. Nothing irritates colleagues more than useless meetings. Meet only when you need to, only with whom you need, and always with a formal agenda. End the meeting by thanking and praising participants. That sends everyone off on a positive note.

Excerpted from HR Daily Advisor

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Thoughts to Ponder

"If communication is not your top priority, all of your other priorities are at risk." - Bob Aronson

"Our grand business is not to see what lies dimly at a distance, but to do what lies clearly at hand." - Thomas Carlyle

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Lincoln on Leadership

“You must realize that the process of renewal releases the critical human talent and energy necessary to insure success.” - from Lincoln on Leadership by Donald T. Phillips

Be aware that we are in the process of renewal. Hope you will be on board with us. Stay tuned for more.

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Responsibility-based Organizations

Learn more about how to achieve your organizational vision and accountability by going to our affiliate website, www.integroleadership.com.

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Speakers

Are you looking for a great speaker for your organization? Contact the Bresnahan Group.

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More Information

For more information about any of these topics contact us at 505-922-1973 or email BresGroup @ 4u.net.

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