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PPPPEDROEDROEDROEDRO P. FP. FP. FP. FORMENTORMENTORMENTORMENTJackson Lewis LLPJackson Lewis LLPJackson Lewis LLPJackson Lewis LLP

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BASIC PREMISE

1. UNHAPPY/MISERABLE/UNMOTIVATED EMPLOYEES

& MANAGEMENT CANNOT CREATE A

PRODUCTIVE/POSITIVE/SUCCESSFUL WORKPLACE

WHAT COMES OUT REFLECTS WHAT WAS PUT IN

2. YOU GET RETURNS ONLY ON INVESTMENTS

NO FREE LUNCH- EVEN WINNING THE LOTTO

REQUIRES PLANNING AND WORK

3. MONEY IS RARELY A LONG-TERM MOTIVATOR IN

CREATING A POSITIVE/PRODUCTIVE WORK

ENVIRONMENT THAT BENEFITS ALL

- JUST READ THE NEWSPAPER OR WATCH TV

(INDIVIDUAL GREED AT EXPENSE OF COMPANY/EMPLOYEES)

- MAY HELP KEEP FOLKS FROM BECOMING LESS - MAY HELP KEEP FOLKS FROM BECOMING LESS

MOTIVATED- BUT RARELY WILL IT MAKE THEM MORE

MOTIVATED

4. EVERYONE IS MOTIVATED DIFFERENTLY, EVEN THOUGH

THE GOAL IS TO HAVE EVERYONE WORKING TOWARDS

SAME END.

- DON’T ASSUME YOU KNOW HOW TO MOTIVATE OTHERS

BECAUSE YOU KNOW WHAT MOTIVATES YOU

5. A MOTIVATED EMPLOYEE AND WORKPLACE SHARE

COMMON CHARACTERISTICS:

1. Respect

2. Communication

3. Consistency

4. Fairness4. Fairness

5. Accountability

6. Recognition

7. Opportunity

8. Innovation

9. Common Sense/Good Sense

10. Continuous Evolution to Next Level

THE 10 FAIL-PROOF STEPS

TO MOTIVATING EMPLOYEES

SO WHAT ELSE DO I GET BESIDES MOTIVATED

EMPLOYEES/WORKPLACE?

Significantly reduce:

- Discrimination/harassment/whistleblower claims

- Employees finding it necessary to get an attorney to

address workplace issues/concerns

- Number of toxic employees (you will weed these out)

- Amounts paid to attorneys to fix problems

Maximize:

- Competent productive employees = long-term viability

and growth of company

1: RESPECTNEVER MET A MOTIVATED PERSON WHO DID NOT FEEL RESPECTED - TAKE INVENTORY OF HOW MANAGERS/SUPERVISORS INTERACT WITH EMPLOYEES AND VICE VERSA

Red Flags:Red Flags:

- Consistently at the center of complaints

- Failing to appreciate difference between “speaking

with” and “talking at”

- Understand impact of body language (turning away, rolling

eyes, “the Hand”)

- The “turf”, “clan” mentality (these are “my people” and

those are “your people”)

TAKE INVENTORY OF HOW EMPLOYEES INTERACT

WITH EACH OTHER

RED FLAGS

* Same rules as with managers (prior slide)

* Listen to customer service or vendor

complaints/concerns (play back tapes or share information

with employee)

* Employees may have very different notions of

what constitutes “respectful” behavior depending on

background (social, cultural, etc.).

TAKE ACTION TO DEFINE OR TWEAK WHAT IS

AND WHAT BECOMES ACCEPTABLE WORKPLACE

CONDUCT ROOTED IN RESPECT

-- Just because we are all “different” does not mean

behavior/conduct cannot be uniformly respectful-

(Hogwash)(Hogwash)

-- Address managers/supervisors/employees individually

and give very SPECIFIC EXAMPLES of conduct that is

disrespectful or problematic and EXPLAIN why it is so

-- Incorporate discussion of workplace interactions into staff

meetings, performance reviews, one-on one meetings

-- Provide opportunity for improvement but know when to

call it quits and remove toxic behavior (employee)

2: COMMUNICATIONYOU CANNOT BE MOTIVATED TO RUN IF YOU HAVE

NOT BEEN TOLD WHAT DIRECTION IS THE FINISH

LINE

- OPENLY acknowledge the opportunities for improvement. - OPENLY acknowledge the opportunities for improvement.

Allow others to do so as well (communication is two

ways)

- Discuss how to move forward (with everyone)

- Clearly identify specific expectations with regard to

behavior/conduct; performance goals; conflict resolution;

tools for how these will be accomplished (with everyone)

- Folks are rarely born good communicators- it takes

practice. Build-in opportunities for communication

(unless you create a built-in structure; communication

will likely not happen)

- The impact of office behavior, communication,

interpersonal skills, is just as “real” or more so than any

other aspect of work. Unless you incorporate it into

everyday considerations at EVERY level, it will never be

acknowledged or made part of job expectations.

TOOLS:

(Meetings should be scheduled in advance and require that

folks come with solutions to issues identified)

1- Regular meeting between upper managementschedule in advance and give assignments

2- Regular meeting between Management-Supervisor

where part of agenda is set by the supervisors – the folks

with their ears to the ground

schedule in advance and give assignments

3- Regular Supervisors Only meetings where they identify:

- 3 issues to solve with solutions for each

- 3 issues they have solved and how

- 3 resources/tools they would like from upper

management to become more effective

4- Regular Department/Teammeetings where part of

agenda is set by employees

schedule in advance and give assignments

5- One–on- one meeting between Supervisor and Employee

(30 min) schedule in advance and give assignments(30 min) schedule in advance and give assignments

- Have employees identify what motivates them

- Have them tell you what they need to succeed

- Cannot motivate if you do not know your employee

6- Skip level meeting where employees meet with

Supervisor’s direct report

schedule in advance and give assignments

7- Communication Board (Departmental/Team)

- rotating team (all levels) responsible for upkeep

8- Newsletters and Bulletins

- special achievements

- important information- important information

- feedback from clients/customers

9- Share customer/client communications with employees

(positive and negative)

10- Have note-takers to prepare minutes of meetings and

distribute to all appropriate personnel

3: CONSISTENCYINDIVIDUALS ARE MOTIVATED WHEN THEY

UNDERSTAND DAY TO DAY WHAT NEEDS TO BE

DONE (CONSISTENCY)- ITS DIFFICULT TO BE

CONSISTENT UNLESS YOU HAVE:

-CLEARLY ESTABLISHED EXPECTATIONS & GOALS

-IDENTIFIABLE WAYS TO MEASURING OR ESTABLISH IF THESE HAVE BEEN MET

-ABILITY TO COACH TO ENSURE GOALS ARE ACHIEVED

-PREDICTABLE OUTCOMES FOR MEETING/NOT MEETING EXPECTATIONS/GOALS

TOOLS:

1. Performance Reviews

- Tailored to specific employee’s job duties and

conducted by person with actual knowledge of conducted by person with actual knowledge of

employee’s work

- Train managers on how to perform effective

reviews

- Provide for employee input

2. Clearly communicated policies or methods

- if the department has changed the way it handles

certain work; have department-wide meeting so

everyone hears same message at same time

3. Identify managers who are not complying with policies

and are doing it “their own way”

- may undermine overall efforts to keep folks

working in same direction

- creates potential for “clicks” and internal camps

- sends message that policies are not enforced

- sends message that things are arbitrary

4. Consistency does not mean inflexible or rigid.

- Know when special circumstances require special

consideration and/or when to think outside the box

- There has to be a rational reason why you do things a certain

way; if you don’t understand why something is done or

expected to be done in a particular way, likelihood is folks may

not feel particularly invested to do it that way.

- If you have consistently done something that does not work or

has worked poorly, CHANGE IT. Consistency for consistency’s

sake is poor management.

4: FAIRNESSINDIVIDUALS ARE MOTIVATED IF THEY ARE

PLAYING ON A LEVEL FIELD WHERE

PERFORMANCE WILL BE THE JUDGING CRITERIA

TOOLS:1- Recognize that management is not always right

2- You should expect the “total package” (performance/behavior) but there is no place for “personal attacks”

3- Coaching (not discipline) must always be for purposes of elevating employee

4- Ensure that similar behavior/performance issues are

handled and addressed similarly

- Should not depend on the luck of the draw - which

manager or department or supervisor

- Who “likes you” and who does not- Who “likes you” and who does not

- Whether or not you socialize outside (or your kids

go to the same school, etc)

5- As in life- don’t hold grudges

- Allow all employees to improve – don’t label them

(they will live up or down to your label)

- Look at them with fresh eyes and give them

opportunity to change behavior

5: ACCOUNTABILITY MOTIVATION COMES FROM KNOWING YOU ARE

CRITICAL TO SUCCESS AND EVERYONE WILL BE

HELD ACCOUNTABLE FOR THEIR ROLE

TOOLS:

1- You must articulate to each employee how that employee

makes a difference and how they are key to the success

of the office (conversely- do the same for those who are a

hindrance and provide specific steps to be achieved to be

a contributor)

2- Never ignore problems or lapses. Never ignore problems or lapses. Never ignore problems or lapses. Never ignore problems or lapses. Unless you address

them you are sending the message that no one notices

or cares.

- Addressing does not mean crushing; coaching

must always be presented as an “investment” for

purposes of assisting the employee’s growth.

3- Its perfectly acceptable to reach a decision that an

employee is NOT suited for employment. There are

some who will not become good employees even under

the best of circumstances

- Give them an opportunity to shine elsewhere

6: RECOGNITIONYES, IT DOES MATTER.

ITS NOT THE VALUE OF THE MEDAL AT THE

END OF THE RACE, IT’S WHAT IT REPRESENTS END OF THE RACE, IT’S WHAT IT REPRESENTS

(YEARS OF TRAINING AND HARD WORK)

WHAT WOULD YOU STOP DOING IF THERE WAS

NO ONE THERE TO ACKNOWLEDGE YOUR

EFFORTS (PAY MORTGAGE, WORK, LOVE, STAY

HEALTHY, DONATE AN ORGAN)

TOOLS

1- Define what excellence and “going above” means and

reward it regularly

- Don’t reward mediocrity; it lowers the bar

2- Recognition comes in all sorts of ways and does not

require cash

- Certificate of Appreciation

- Announcement at meetings, on boards, letter to

the President (and provide a copy to employee)

- Special participation as a speaker (what can

others learn from you)

3- Reward as soon as you learn about it.

Old news is no news.

4- Rewarding also sends message to others about the

types of behaviors or performance that are “above and

beyond”. beyond”.

5- Be specific about what you are rewarding

- Mary works a lot she is so helpful (Vague; Limited

Value)

- Mary had a very difficult client that wanted ______

and this is how Mary solved this issue___________.

What Mary did was ___________.

6- Prior to Performance Reviews Have Employees Identify

What they Believe their Accomplishments Were During

That Review Period.

7- Recognition should be all around and at every level

(managers, supervisors, team leaders, employees).

8- Post customer surveys, letters from

customers/clients/vendors etc.

9- Only insecure managers take the credit for positive

outcomes. Focus the attention on those in your team.

They reflect your achievements (ability to manage

effectively).

7: OPPORTUNITY FOR GROWTHWHO GETS MOTIVATED BY FEELING

STAGNANT? THERE IS ALWAYS ROOM FOR

GROWTH, EVEN WITHIN THE SAME POSITION

Tools:

1- Have employees identify what next steps they

wish to accomplish (learn new area; take on

more complex issues; improve upon system)

2- Are there co-teaching/self-teaching opportunities?

- online training and resources

- employees working in teams present teaching

sessions on sporadic basis to each other

3- Create opportunities for supervisors and employees to

discuss with each other what they do.

4- Encourage problem solving levels that have employees

relying on each other, then taking up to next level if

required.

8: INNOVATIONSTAGNATION HAS ITS LIMITS- HOW DO YOU

GET MOTIVATED WHEN NOTHING CHANGES

EVERY WORKPLACE WILL BENEFIT FROM EVERY WORKPLACE WILL BENEFIT FROM

EMPLOYEES THINKING HOW THINGS CAN BE

IMPROVED.

ENCOURAGE AND PROMOTE MEANINGFUL AND

WORKABLE INNOVATION.

TOOLS:

1- Require that everyone who comes to speak to someone (at

any level) about a problem, provide a suggested solution(s)

to each problem raised

2- Actively solicit input on how to improve systems, 2- Actively solicit input on how to improve systems,

procedures, etc. at departmental or team meetings.

If a suggestion will not work, provide specific

information as to why it won’t

(just saying NO adds nothing positive)

Work with underlying issue to see how suggestions

may work with modification

3- See how employees who are efficient and working well

do things – can you learn from them and incorporate

best practices from them across department/team?

4- Encourage managers/supervisors to master the art of

smart delegating

5- Provide information to employees on what is happening

in the industry, business etc.

6- When you spot a problem, open it up to a Challenge

Have folks submit entries on solutions etc.

9: COMMON SENSE/GOOD SENSE

YOU DO NOT NEED TO BE A ROCKET SCIENTIST TO FIGURE

OUT WHAT WORKS AND WHAT DOES NOT

USE INTERNAL RESOURCES TO CHART OUT HOW TO GET

THERE

DON’T UNDERESTIMATE THE VALUE OF COMMON SENSE

TOOLS

There is such a thing as a “factory defect”. Its hard to

“teach” common sense. So if anyone lacks it over

prolonged period of time it may mean they need to find

a job that does not require it

10: CONTINUOUSLY EVOLVE TO

NEXT LEVEL

MOTIVATION IS AN ACTIVE ONGOING FORCE; IT MOTIVATION IS AN ACTIVE ONGOING FORCE; IT

REQUIRES FORWARD MOVEMENT

YOU SNOOZE- YOU LOOSE

TOOLS:

1- Re-examine procedures, processes, policies,

expectations - Do they make sense?

- Are the reasons they were implemented still relevant?

- Do they pass the smell test? (common sense?)- Do they pass the smell test? (common sense?)

2- There may be some who are resistant to any

change; the solution is NOT to give up on change. - Help them see the benefit of change and how to become

comfortable understanding that “change” does not mean

“instability”

- If you do not evolve you become extinct

3- Openly discuss what is being considered for

change and why

-“Because I said so” or “because they said so”- is not a viable reason anyone will stand behind.

- You are more likely to adopt change if it makes sense on some - You are more likely to adopt change if it makes sense on some

level and you understand rationale. Try doing well, something you do

not understand.

4- If what was implemented does not work, don’t be

prideful; Tweak or Change it to What Works.

THANK YOU! THANK YOU!