Reaching for the Next Level: The Key Is Motivation ... · Biographical Sketch of Dr. Alan R....

Institute for Management Studies • 201 W Liberty St • Ste 100 • Reno NV 89501 • (775) 322-8222 • www.ims-online.com

The Institute for Management Studies 38 Years of Executive Education Excellence

Presents

Reaching for the Next Level: The Key Is

Motivation, Cooperation and Trust

Dr. Alan Zimmerman

Zimmerman Communi-Care Network, Inc. (800) 621-7881

[email protected] www.drzimmerman.com

REACHING THE NEXT LEVEL:

It’s All About Motivation, Cooperation, And Trust

Dr. Alan R. Zimmerman, CSP, CPAE Speaker Hall of Fame Zimmerman Communi-Care Network, Inc.

28665 San Lucas Lane, Suite 102 Bonita Springs, FL 34135

(800) 621-7881 E-Mail: [email protected]

Web Site: http://www.DrZimmerman.com

Biographical Sketch of Dr. Alan R. Zimmerman,CSP, CPAE Speaker Hall of Fame

■ Started selling door-to-door in second grade, everything from greeting cards tooperating a small international import business by age 14.

■ Worked his way through college and graduate school as a retail salesperson, radiobroadcaster, recreation manager, and prison therapist.

■ Listed in “Who’s Who Among Students in American Colleges and Universities.”

■ Earned Bachelor’s degree from U of WI in Speech and Political Science, 1970.

Master’s degree from U of MN in Communication and Sociology, 1972.

Doctorate from U of MN in Interpersonal Communication and Psychology, 1978.

Graduated with Summa Cum Laude honors each time.

■ Has 15 years of experience as a university professor at the University of Minnesota(Twin Cities and Mankato), Emporia State University, and University of St. Thomas.

■ Selected as “Outstanding Faculty Member” by two different universities.

■ Founded Zimmerman Communi•Care Network, Inc. in 1985, a speaking, training,and consulting company. Provides 90+ programs a year across the United Statesand around the world.

■ Spoken to more than a million people, in 48 states and 22 countries, maintaining a92% repeat and referral business.

■ Listed in “Outstanding Young Men of America,” “International Directory ofDistinguished Leadership,” “Men of Achievement,” and “Five ThousandPersonalities of the World.”

■ Awarded the CSP (Certified Speaking Professional Designation of Achievement) in1992. Of the 4,000 members of the National Speakers Association, only 5% havereceived this award.

■ Given the “Distinguished Faculty Award” by the Institute of Management Studieson two occasions, an award that has been given to fewer than 10 of its 2000speakers in its 30+ years of business across the world.

■ Inducted into the CPAE Speaker Hall of Fame, an honor reserved for only a smallhandful of people in the last 30 years, including Ronald Reagan, Colin Powell, KenBlanchard, and Zig Ziglar.

■ Publisher of the “Tuesday Tip,” a weekly internet newsletter that focuses onmaximizing human performance, increasing leadership effectiveness, anddeveloping communication competence.

■ Author of several audio and video programs as well as books and trainingmanuals, that help people and organizations develop skills for peak performance.

■ Personal interests include active church participation, refinishing antique furniture,biking, hiking, and international adventures as diverse as tribal treks in SoutheastAsia and hunting in the Arctic.

Dr. Alan R. Zimmerman, CSP, CPAE Speaker Hall of Fame

Zimmerman Communi-Care Network, Inc.28665 San Lucas Lane, Suite 102 • Bonita Springs, FL 34135

Telephone 1-800-621-7881Email: [email protected] • Web site: www.DrZimmerman.com

Dr. Alan R. ZimmermanPresident

©Dr. Alan R. Zimmerman, CSP, CPAE Speaker Hall of Fame 28665 San Lucas Lane, Suite 102 Bonita Springs FL 34135 Tel: 800-621-7881

Email: [email protected] Web: http://www.DrZimmerman.com

OVERVIEW OF THE PEAK PERFORMANCE SYSTEM

The Caring Principle

People do not care

how much you know

until

they know how

much you care.

1



OVERVIEW OF THE PEAK PERFORMANCE SYSTEM

The B.E.L.I.E.F. Strategies 1. B = Belief a. Treating people exactly as you see them b. Showing appropriate respect c. Avoiding killer thoughts and statements 2. E = Enthusiasm/Engagement a. Being an actor, not a reactor b. Applying skills for lasting, contagious enthusiasm c. Using the cooperation principle d. Applying respect frames and work languages 3. L = Listening a. Listening nonverbally using the STABLE b. Asking brave questions c. Using empathic listening 4. I = Importance a. Delivering recognition that brings out the best in others b. Making sure the other person internalizes the recognition 5. E = Example a. Using constructive criticism instead of constrictive crudicism b. Filtering out destructive negative criticism 6. F = Follow-through a. Asking for what you need b. Pushing others to do what you want c. Keeping your promises

2



STRATEGY #1: BELIEF

Levels of Respect 1. Rudeness a. Rudeness could come with the quality of a product or service. b. Or rudeness could come with the way a person communicates. The service provider could be abrasive, sarcastic, offensive, curt, or

disdainful. Exercise: What are some examples of Rude service you've seen or experienced? 2. Apathy a. Apathy could come from ignorance. The provider forgets or just

doesn't know how important the customer is. b. Apathy could come from laziness. The provider doesn't want to be

bothered and doesn't care about meeting the customers' needs.

3



Exercise: List some examples of Apathetic service you've seen or experienced. 3. Warmth a. Champions want their customers to feel special, so they treat them like

special guests in their homes. b. Champions do whatever they can to figure out and meet the needs,

wants, and expectations of their customers. Exercise: Give an example of a time when you felt truly satisfied with the service you

received. What did that Customer Service Champion do? How did you feel?

4



STRATEGY #1: BELIEF

Killer Thoughts and Statements 1. We tried that before. 2. Our place is different. 3. That’s not our responsibility. 4. That’s not my job. 5. We’re too busy to do that. 6. It’s too big of a change. 7. We don’t have the authority. 8. We don’t have enough help. 9. We’ve never done that before. 10. Things aren’t that bad around here. 11. It’s good enough. 12. Get real. 13. That’s not our problem. 14. Why change it? It’s still working. 15. I don’t like the idea. 16. You’re right, but… 17. You’re years ahead of your time. 18. We’re not ready for that. 19. We don’t have the money, equipment, room or personnel. 20. It isn’t in the budget. 21. It’s too much trouble. 22. That’s not practical. 23. Let’s give it more thought. 24. Management will never go for it. 25. Let’s just sit on this for a little while. 26. You need to put it in writing. 27. We’ll be the laughing stock. 28. Not that again. 29. Where’d you dig that one up? 30. We’re getting by without it.

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31. That’s what we can expect from the staff. 32. It’s never been tried before. 33. Let’s shelve it for the time being. 34. Let’s form a committee. 35. Just keep your mouth shut. 36. People won’t like it. 37. I don't see the connection. 38. It won’t work here. 39. What you’re really saying is… 40. Maybe that will work in your department but not in mine. 41. Don't you think we should look into it further before we act? 42. Let’s sleep on it. 43. It can’t be done. 44. Has anyone else ever tried it? 45. It won’t pay for itself. 46. That sounds good in theory, but… 47. It’s impossible. 48. We’ve always done it this way. 49. You’re not here to think. 50. Let me think about that, and I’ll get back to you. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60.

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STRATEGY #2: ENTHUSIASM/ENGAGEMENT

Principles of Enthusiasm 1. Meaning of enthusiasm a. Enthusiasm comes from the Greek term "entheos" meaning "God in

us." b. It does not mean you're always happy or hyperactive. 2. Professional success a. Enthusiasm is more important than professional skill. b. Enthusiasm is contagious. c. People love to do business with people who love what they're doing. 3. Personal achievement a. You can succeed at almost anything if you are enthusiastic. b. Enthusiasm is at the root of all great accomplishments. 4. Process of becoming enthusiastic a. You must have an intense desire. b. You must take correct action. 1) Make yourself enthusiastic by "acting as if." 2) Do not catch the other person's disease.

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Skills for Continuing Enthusiasm 1. Say something positive to almost every person you meet. 2. See something positive in every situation. 3. Habitually think "it just might work." 4. Overcome obstacles with a "why not" attitude. 5. Activate a positive idea by "doing it now." 6. Practice positive expectations. 7. Counteract your negative situations with a positive "but." 8. Become a disciplined positive responder.

8




The Cooperation Principle 1. The principle: "To the degree that you give others what they need, they will

give you what you need. 2. Implications a. The first implication 1) You must know what other people need. 2) If you don't know what they need, you obviously can't give them

what they need. b. The second implication 1) Notice the sequence. First you give them what they need, and then

they give you what you need. 2) Most people have that twisted around. 3. The wrong path a. With the path to cooperation so simple, why do so many people fail in

their attempts at cooperation? b. It's because people are so blinded by their own personal wants that they

give very little thought to filling the needs of others. 1) For example, sales know what they need to sell the product, but

they may not think about what manufacturing needs to produce the product on time.

2) Or management may know what changes are needed, but they don't tell the employees what they need to know to accept the change.

c. Then, when people don't get what they want, they punish people for not

cooperating, which is exactly what people don't want.

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5 Love Languages 1. Words of affirmation a. Compliments: “You did a good job of… b. Encouraging words: “I really think you can do… c. Kind words: soft tone of voice, not bringing up a list of past

offenses. d. Humble words: making requests instead of demands. e. Indirect positives: telling other people positive things about your

partner knowing they will go back and tell him/her. 2. Quality time a. Quality conversation: true dialogue--sharing experiences, thoughts,

feelings and desires in a friendly, uninterrupted context. b. Quality activities: doing something together but focusing the

attention primarily on the other person. 3. Receiving gifts a. Tangible gifts: gifts the other person would enjoy receiving. b. Gift of self: physical presence.

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4. Acts of service a. Receiving clear, kindly-worded requests of help. b. Graciously, not begrudgingly, doing things for the other person. 5. Physical touch a. Touches that show love and affection. b. Touches that give comfort in times of need.

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5 Work Languages And Their Engagement Strategies Five Years

Ago Now Priorities Work to

be Done Commitment

1. RESPECT a. Keeping promises b. Doing things to

make the other person feel important

c. Accepting

responsibility for misunderstandings

d. Believing in the

other person

e. Other 2. BELONGING a. Showing genuine

interest in the other person

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Five Years


be Done Commitment

b. Calling the person

by name

c. Allowing the other

person the freedom to disagree

d. Understanding the

other person's weaknesses

e. Other 3. COMMUNICATION a. Keeping the other

person informed

b. Listening c. Showing

understanding of the other person's job, its pains and pleasures

d. Being honest e. Other

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Five Years


be Done Commitment

4. FUN a. Behaving cheerfully b. Projecting

enthusiasm

c. Being playful d. Receiving

discourtesies calmly

e. Other 5. TANGIBLES a. Working hard to

make the other person feel successful

b. Using non-sexual

touch

c. Giving out

monetarily-based rewards

d. Giving more than is

expected

e. Other

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STRATEGY #3: LISTENING

Nonverbal Attention or Inattention 1. As a talker: a. How did you feel about yourself when your partner was not listening to

you? b. How did you feel about your partner when he/she was not listening to

you? 2. As a non-listener a. How did you feel about yourself when you were not listening to your

partner? b. How did you feel about your partner when you were not listening to

him/her?

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Stable System For Nonverbal Attention

S= Squarely face the talker

T= Tip your head occasionally A= Activate your facial expressions B= Bring a barrier-free focus L= Lean forward E= Engage your eye-contact

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Brave Questions That Decipher A Person’s Work Language

1. Ingredients of a brave question a. Start with “what, where, why, when, who, and how.” b. Go deeper than normal chit chat and discover more information than

informal conversation. 2. Sample brave questions a. What red flags or upcoming problems do you see? b. What do you suggest we do about those red flags or upcoming

problems? c. What are your three major goals for the week? d. What resources, information, or support do you need from me to do

your job? e. What are you doing differently? f. What's working for you? g. In light of our work load, customer expectations, and overall purpose,

what should you (we) stop doing? What is not worth doing anymore? h. What three keepers did you pick up from that article/book/workshop

that we all should know?

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i. What do you need from me so you know your work is valued? j. How do you punish your customers for doing business with you? k. What turns you on at work? Turns you off? l. Other

3. Listen to their answers with empathic listening. a. Warmth: You choose to bring an attitude of acceptance and

understanding, no matter how you feel or how busy you might be. b. Focus: Keep the focus on the speaker until he/she is fully finished.

Don’t bring the focus back to yourself too quickly, saying such things as “that reminds me of…” or “let me tell you about…”

c. Positive reinforcement: Encourage the other person to keep on talking

by saying such things as “Yes … uh huh … I see” and using the nonverbal STABLE behaviors.

d. Open question-asking: Minimize your use of questions that can be

answered by one word such as “yes” or “no.” Ask questions that start with “what, when, why, who, where, and how.”

e. Paraphrasing: Rephrase the speaker’s key points by saying something

like “what I’m hearing you say is…” or “if I understand you correctly…”

f. Matched intensity: If other person is concerned, you show concern. If

the other person is lighthearted, keep it lighthearted. You don’t necessarily show the same emotion as the other person but you want to match the intensity of his/her emotion.

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Leadership Topics for Empathic Listening Place a check next to four questions you would be willing to discuss with your partner. What are your hobbies and how do you like to spend your spare time? What qualities must a manager/leader have to succeed in today’s

business environment? What no longer works in being a manager/leader? What would be your reaction to the news that one of your subordinates is

being dishonest? What made you decide to pursue a leadership position? What aspects of your private life have you had to give up once you

became a manager/leader? What are the most enjoyable aspects of being a manager/leader? What things are you most pleased about at your job? Most irritated? What things are wrong with subordinates these days? How do subordinates have it better today than when you were their age? What do you dislike about being in a leadership role? What gives you

the biggest headache as a manager/leader? What are your goals/dreams/wishes for the next five to ten years? What decisions (or kinds of decisions) are hardest for you to make?

What kinds of decisions are easiest for you to make?

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STRATEGY #4: IMPORTANCE

15 Best Ways to Recognize and Impact Performance It seems that no one ever seems to get too much praise or recognition. That’s why the #1 job complaint is “you can do a hundred things right and not hear a darn thing about it.” If you’re going to build a positive energy culture, if you’re going to bring out the best in others, you must do two things. You’ve got to value the person and acknowledge the contributions. You must take time to recognize and reward the positive behaviors you see in others. Here are the ways you do that. 1. Value the person. a. Compliment intentions. Try “I applaud your desire to…” b. Reinforce positive personal qualities. Try “I appreciate your …” c. Other _________________________________

2. Target your recognition. a. Use the recipient’s name. People pay more attention to sentences in

which their name appears. Make it clear that your remark applies to the person you are addressing and not just anyone.

b. Recognize professional competencies.

1) Work done 2) Ideas presented 3) Effective behaviors (such as customer caring or detail oriented)

c. Recognize personal attributes.

1)Traits (such as honesty, determination, or enthusiasm) 2)Possessions 3)Appearance

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3. Give public commendations. a. Make a public pronouncement of appreciation at a meeting. b. Tell someone else about someone’s great performance in hopes he/she

will pass on the praise. c. Place a formal article of praise in a company publication. d. Send the "good news" on to the family or local newspaper. e. Other 4. Celebrate every success. a. Acknowledge personal employee occasions such as marriages, new

births, and children's successes. b. Note professional landmarks such as service anniversaries or product

innovations. c. Other 5. Attach something tangible to the commendation. a. Personal tangibles: offer coffee, lunch, food treats, etc. b. Professional tangibles: Time off, opportunity to attend a seminar or

conference, desired assignment, certificates, etc. d. Make sure the reward is something the other person would value,

make sure you give the tangible soon after the accomplishment. f. Other

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6. Put it in writing. a. Send a note from you. b. Pass on a letter from a customer or a high-level manager. c. Other 7. Be specific. a. Avoid general praise. It may arouse suspicion or confusion. The

recipient won’t know if you really mean it … or if you’re just saying it. And he may not know what you are referring to.

b. Avoid vague clichés such as "Super ... Neat ... or ... Great." General

praise has very little motivational power. c. Specify what you like about someone’s performance and why you like

it. d. Avoid qualified phrasings. They're the kind of compliments that make

you feel good initially … but make you wonder later. Avoid such comments as "You look really nice ... today."

e. Your positive statements will be stronger and more believable if you

tell others exactly what you like. 8. Don't overdo the praise. a. Avoid flattery. It makes people feel as though they're being conned

instead of recognized. b. Praise behavior rather than flatter people.

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9. Use the language of validation. a. I respect … b. I admire … c. I celebrate … d. I value … e. I applaud … f. I love … g. I appreciate … h. It really helped me(or a particular customer or coworker) when you … c. Other possible sentences of validation: 10. Praise the process as well as the product. a. Focus on the skills, actions, and processes that brought about the

success, not just the end result. Try, “I admire your ability to…” b. Such praise will reinforce the continued use of these skills. c. Show extra appreciation for sacrifice. Mention the sacrifice. Take note

of the fact an employee or team member postponed a vacation or put aside his own needs to help the organization accomplish its goals.

d. Other

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11. Talk about the difference he made. a. Tell a story. Tell him how the customer or other people were

positively affected by the work he did. b. Show a picture. Show him the proof of how things are better because

of him. c. Compliment products, effects, and outcomes. Try, “I’m grateful that

you…” d. Other

12. Show extra appreciation for sacrifice. a. Note the sacrifice. Take note of the fact an employee postponed a

vacation or put aside his own needs to help the organization accomplish its goals.

b. Carefully select the reward. Make sure it is uniquely suited to the

recipient. c. Other

13. Comment on improvement. a. Comment immediately. b. Comment frequently. c. Other

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14. Make sure you give the recognition. a. Devise two or three memory-jogging strategies. b. Try such things as the 10-coin or 5-card method.

15. Make sure the other person accepts the recognition. a. Follow your compliment with a question. That way, when someone

receives a compliment, instead of having to fumble about for a response, he can simply thank you and answer your question.

b. Briefly confront the other person. Say something like, “The answer is

‘thanks’.” Almost always she will say, “Oh yeah, thanks,” and take you seriously thereafter.

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STRATEGY #5: EXAMPLE

Six Filters Prior to Criticism 1. Are you giving the criticism to truly help the other person? a. Just getting something off your chest may be good for your blood

pressure, but it's seldom good for the ______________________. b. If the other person knows you're trying to ______________________,

he usually listens instead of getting defensive. 2. Can the person actually change the behavior you are criticizing? a. Just telling a person what's wrong may not be

______________________ to bring about change. b. In addition, the person might need encouragement,

______________________, and motivation. 3. Is this fairly new information? a. Ask yourself how many ______________________ have you given

this person the same criticism. b. Be careful of turning into a ______________________.

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4. Is the timing right? a. Try some ______________________ sampling. b. Give negative feedback by ______________________ only. 5. Are you willing to involve the other person in the discussion? a. Avoid the ______________________ and run. b. That's ______________________, not conflict resolution. 6. What does the other person need the most - criticism or praise? a. This is where the art of ______________________ comes in. b. People with low ______________________ may change more as a

result of praise, while others may change more with ______________________.

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STRATEGY #6: FOLLOW-THROUGH

Guidelines for Asking People frequently wish that others would do something. They wish their boss would give them a raise. They wish their fellow carpoolers would chip in on the gas. They wish their coworkers would do the pricing reports at the beginning of the week. Yet the surprising thing is, only one out of ten people actually asks for what he wants and needs. People pout, sulk, hint, and hope. But only one out of ten actually comes out and asks. Of course, asking involves the possibility of rejection, but it's less likely if the request is made in the right way. So how should you ask? 1. Direct a. Don't hint. b. Don't be sarcastic. For example, if you want someone to show up on

time, don't say, "It would be nice if people paid more attention to their schedules."

c. Don't beg, asking, "Can you try to be here on time?" 2. Specific a. State exactly what you want when you want it. b. Avoid generalities. If you want the completed financial report on

Monday at 1:00 p.m., don't say, "I hope you can get the report done soon."

c. Instead say, "I will need the final version of the financial report on

Monday at 1:00 p.m. Will you please have it in my hands by that time?"

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3. Respectful a. Don't order the other person. b. Don't use commands such as, "You had better show up on time from

now on. I'm sick and tired of waiting for you." c. People don't like to be told they have to do anything. Commands only

arouse resistance. 4. Positive a. Expect the person to say "Yes" to your request. They will say "Yes"

more often. b. Approach people with consideration, optimism, and warmth and you

will get a warmer response to your request. 5. Polite a. A raw nerve is sometimes exposed when you ask someone to do

something. b. So use calming words such as "Please" and "Thank you" when

appropriate. 6. Firm a. Don't apologize. b. Avoid comments such as, "I'm really sorry, but..." Apologies make

your wants sound unreasonable.

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STRATEGY #6: FOLLOW THROUGH

Suggested Phraseology for Asking 1. Will you _____________________________________________________? a. This is where you are direct, specific, and firm. b. There should be no doubt about what you are asking for. 2. When you do __________________________________________________. a. People always wonder "why" they should do what you ask. b. Specify the positive consequence that will occur if the other does what

you ask. c. Another variation of this second part is to say, "If you do..." d. This is where you are respectful, positive, and polite. 3. If you don't ___________________________________________________. a. Specify the negative consequence that will occur if the other doesn't do

what you ask. b. This third part can be deleted if you think the other person will get

defensive or interpret this comment as a threat. Exercise: Think of a change you would like to see in someone or something. Then think of the request you would like to make and fill in the blanks below. 1. Will you _____________________________________________________? 2. When you do __________________________________________________. 3. If you don't ___________________________________________________.

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THE RELATIONSHIP FACTOR: How To Make Bad Relationships Better And Good Relationships Great (6 Audio CD’s on the communication skills and strategies of Support, Motivation, Cooperation, Listening, Conflict, and Criticism)

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Reaching for the Next Level: The Key Is Motivation ... · Biographical Sketch of Dr. Alan R....

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