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HOW TO MOTIVATE AND RETAIN EMPLOYEES

By Monroe Porter

PROOF Management Consultants

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ABOUT PROOF MANAGEMENT

• Established 1972

• PROOF speakers have made over 4000 presentations

• PROOF has spoken to or worked with over 250,000 construction people

• PROOF offers• Seminars

• Consulting

• Networking groups

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PROOF’S AREAS OF EXPERTISE

• Contractor Seminars• People Management

• Cost and Pricing

• Sales and Marketing

• Distributors and Manufacturers• Sales Training

• Product consulting and research

• PROSULT• Networking groups for contractors

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MONROE PORTER

Monroe Porter

• Construction industry background

• Taught over 2000 seminars

• A consultant for over 30 years

• Practical and straightforward

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DEFINING LEADERSHIP

Leadership is the ability to influence and inspire a group to work towards the achievement of common goals.

“Don't tell people how to do things, tell them what needs to be accomplished and then let them surprise you with their results.”

~ General George S. Patton

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LEADERSHIP - A SURVIVAL SKILL

Humans are social beings living through the ages in social groups:

Leadership is a skill and strategy for solving problems within groups.

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ILLOGICAL SIDE OF FOLLOWERSHIP

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WHY DID THEY GO ALONG?

Most participants believed the others were wrong but they:

• Wanted to avoid ridicule and fit in

• Or they felt the group as a whole must have been better informed

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REALITIES OF LEADERSHIP

• Leadership is not optional

• If you don’t lead your workers, someone else will

• Without leadership, mavericks & difficult people rule

• Right or wrong…ancestral instincts & perceptions still impact leadership thinking….59% of the time, the tallest candidate wins

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WHY PEOPLE LEAVE JOBS

• “Fail to connect with bosses as leaders” (Welch former. GE CEO, 2008)

• “Work environment is not particularly friendly” (Bhasin Consulting, 2000)

• “Managers will not listen to employees” (Waschek, Esfield & Werner Recruiters, 2011)

• “The boss is never around” (Forbes 2014)

• “More than half of the people that leave jobs do so because of their relationship with their boss”(Talent Smart 2016)

• “The number one reason people leave companies is a bad manager or supervisor” (Gallop 2014)

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ARE YOU A GOOD BOSS?

“The relationship between the new employee and the

manager is the determining factor in

whether the new employee stays with an

organization.”

The Aberdeen Research Group

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WHERE BOSSES DIRECTLY IMPACTPAYCHEX AUGUST 2016 SURVEY

1. Low Salary

2. Overworked

3. Employers didn’t care about employees

4. Didn’t enjoy work

5. Moved to another city or state

6. Lack of recognition or reward

7. Didn’t like boss

8. Lack of work-life balance

9. Commute was too long

10. Wrong people promoted or fired

11. Family situation changed

12. Didn’t get along with coworkers

13. Unable to pursue passions

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TRAITS OF A GOOD BOSS-RATE YOURSELF FROM ONE TO TEN

1. Capable communicator

2. Establishes priorities

3. Good listener

4. Approachable

5. Trusting & allows people small failures

6. Offers guidance and coaching

7. Gives clear, professional feedback

8. Strong self-esteem and confidence

9. Controls negative emotions

10.Creates an enjoyable workplace

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1. CAPABLE COMMUNICATOR

Communication is the ability to exchange information and ideas in a clear concise manner and requires:

• more than talking

• understanding body language and tone

• neutral style and openness

• understanding of yourself

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2. ESTABLISHES PRIORITIES

Priority management is the ability to get done what is important and requires:

• identifying what’s really important

• not merely reacting to urgency & loudest need

• the ability to stay focused

• creating long term goals

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3. GOOD LISTENER

Is the ability to hear and understand what is being communicating. It requires:

• ability to really hear and understand people

• appreciate the employee’s point of view

• read between the lines

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4. APPROACHABLE

Good supervisors make it easy for people to talk and are open for input. This requires:

• emotional control

• patience

• asking employees for information

• accessibility

• concern

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5. TRUSTING & ALLOWS MISTAKES

Trust is the belief that someone is reliable, honest and effective. It requires:

• giving up control

• not creating a self-fulling situation

• allowing people to make small mistakes

• being vulnerable yourself

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6. OFFERS GUIDANCE & COACHING

A coach teaches, guides and advises people. It requires:

• an organized and preplanned set of specific skills and learning goals.

• patience & persistence

• desire to help people

• willingness to make stars rather than be one

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7. GIVES CLEAR, PROFESSIONAL FEEDBACK

Feedback is providing information to employees so that they can improve. It requires:

• a neutral communication style

• a balance of positives and negatives

• a desire to help, not ridicule the individual

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8. STRONG SELF ESTEEM & CONFIDENCE

Self esteem is the confidence in your own abilities. It requires:

• be less self critical

• redirect perfectionism to more realistic goals

• not to build your own self worth at the price of others

• stop hiding behind false pride and bravado

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9. CONTROLS NEGATIVE EMOTIONS

Negative emotions are an unpleasant reaction to a specific event or person. Controlling negative emotions requires you to:

• learn to communicate neutrally

• control anger & pessimism

• be assertive but not aggressive

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10. CREATES ENJOYABLE WORKPLACE

Creating an enjoyable workplace requires establishment of a pleasant and rewarding workplace. It requires:

• a pleasant atmosphere even if the work is hard

• a non-punishing environment

• respectful interaction

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CHANGING TO BE A BETTER BOSS

Changing habits and behavior is never easy. It requires:

1. A commitment

2. Triggers or systems that force a new habit

3. A visualization and belief you can do it

Natural triggers are the end or beginning of event.

(Before and after lunch, beginning and end of the day, beginning and end of the job, end of the week, payroll recording, beginning of a job visit, etc.)

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WHY THESE TYPES OF CHANGES ARE DIFFICULT

• Communication is unconsciously skilled

• Spontaneous reactions are not thought out

• Not practical to try and change more than one thing at a time

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INDIVIDUAL LEADERSHIP VARIES

• Leadership may come more naturally to some but it can also be a learned skill

• Bosses get compliance, leaders commitment

• Personality impacts your leadership style

• Introvert vs. Extrovert

• Detailer vs. Conceptual

• Retreater vs. Aggressor

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PERFORMANCE REALITIES

Two factors impacting performance

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Research Shows These As Components of High Achievers, Not Rewards & Punishment

Self Driven

Mastery

Purpose

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EVALUATION PERFORMANCE

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Does employee know what is expected?

NO

YES

Can employee do the job if they wanted to?

Can’t

Lack of capacity or aptitude

Lack of learnedabilities

Circumstances

Reestablish expectations

STEP

STEP

STEP

Terminate or reassign

Coach & train

Management support & evaluation

YES

Is employeemotivated to do the job?

Lack of inherit values & work ethics

Temporary or short term poor attitude

Terminate

Coach

Established long term poor attitude

STEP

STEP

TerminateSTEP

Won’t

ACTION

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NOW

COMMON MISTAKES-PROBLEM SOLVING

PAST

Problems

PersonnelConflict

Negative

FUTURE

Solutions

Positive

Improvement

Problems-Causes Symptoms-Results

WHY?HOW & WHAT

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DEALING WITH PERSONALITIES

• Mavericks

• Mules

• Plodders

• Racehorses

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SUMMARY

• For individual questions, please feel free to contact us:

PROOF Management Consultants

2540 Professional Road Suite 3

Richmond, VA 23235

804 267-1688

www.proofman.com