I'm confident that most problems that companies face can be traced to their culture, as it's the culture that influences employee belief in their company which subsequently determines their behavior. And behavior, of course, determines results. I'm inclined to now issue an "except for" clause after reading the following blurb from the Workplace Law Network. Read this:
"Company culture will be at the centre of a court probe into the first corporate manslaughter prosecution, a top lawyer and leading union officer have warned at a recent British Safety Council (BSC) conference, which examined the responsibilities on directors to prevent injury and ill health to their workers and the consequences of failing to act or getting it wrong." (http://www.workplacelaw.net/news/display/id/18640)
Company culture so dysfunctional, so perverse, so dangerous that it leads to manslaughter? This will be a stretch, I suspect. Now I don't know what the details are yet, but this concerns me on a foundational level. Culture does indeed influence belief and behavior, and I believe most problems can be ascribed to the culture except for individuals who are disturbed, who are sociopaths or suffering from a major traumatic experience in their life. We've read the horrible accounts of workplace violence in many, too many companies, and as far as I remember there was never anything about the corporate culture that seemed to play even a marginal part. Some have been troubled businesses, some successful, and there seems to be no one industry that spawns such behavior (nope, no Going Postal jokes here). Even if a business has a culture with a command-and-control leadership, lousy performance management and poor communication, that does not translate into direct influence on violent behavior. And the threat to the directors who might "get it wrong" and are therefore culpable? Come on. I can think of a lot of areas in which directors screw up but holding them responsible for the violent actions of an individual is dangerously dumb.
Corporate culture explains a lot of things, but manslaughter in the workplace? Here's a thought: maybe there's something wrong with the individual committing the crime. Just a thought.
Tuesday, February 17, 2009
Tuesday, February 3, 2009
Improving focus can be done!
I have a terrific college student that I mentor who asked for some advice on staying focused when distractions threaten to take her off-course from her goals. These are no ordinary distractions. She's in South America for several months and has educational responsibilities among other things to accomplish. Before leaving she had worked hard to determine a set of what she felt were achievable goals in several areas of her life and was making real progress. We have accountability meetings or phone calls every week, until now anyway, as we've switched to emails. So this is for her, and for anyone who wants a few tips on how to stay focused on accomplishing tasks.
First off, let's deal with the question of whether the problem is of organic origin, such as ADD. I've seen adults with ADD who are functionally disorganized, unstructured and unfocused, and for whom medications (prescribed medications) have been miraculous. If you suspect you suffer from this or something related, see a doctor. Get tested and get treated if that's the issue.
If, however, you're one whose problem is more behavioral, then there are behavioral and cognitive techniques to improve. People who have trouble focusing often have challenges in three areas: planning, prioritizing and following through. Prioritizing tasks isn't hard if you're honest with yourself. What simply must be done? What would be good to get done? What would be a bonus? I'm simplifying things, of course, but not by much. One tip in prioritizing is to examine the purpose. For each task, ask why do this? What's the reason, the point here? Focus your purpose, get some clarity and you can focus your time. Planning also means scheduling, a great habit to develop and one usually lacking by those who can't focus well. I advocate more than a to-do list; write them in the order you want to address each one, and if you really have trouble sticking to it add a time frame to each (8-9:00 AM for this, 2-3:00 PM for that). Then decide you will not, cannot move to another task until you have spent the requisite time on the one you have begun. By the way, it's easier to do this when you're clear on the purpose for each task. Follow-through is a common problem for those who have trouble focusing. One thing I hear all the time is "I'm great at getting a task/project/job started, but then I get distracted and I never finish." If you follow the first suggestions here, then this often takes care of itself. Once you know why you're doing something and have a sense of purpose, then prioritize and schedule your time, internal motivation often kicks in to help you both start and complete a task.
Distractions are an issue, though. Take the initiative to prevent them from occurring if you can, or decide what you'll do before it happens if you can't. So that might mean turning off your cell phone while you write that report, or making the conscious decision to check email twice a day at certain times, or placing a object on your desk that you've told people if they see it out, you're not to be disturbed. A friend of mine has a technique for politely getting rid of office visitors: he stands up and walks toward the door, still talking, and his visitor automatically does the same and leaves. Painless and effective.
Take the time to understand your particular challenges and give these ideas a try. By the way, that takes a little focus by itself. You might need to follow these steps just to get started! Is it important to you (the purpose)? Is it a priority? How much so? When will you do it? What day? What time and for how long? And how will you handle possible distractions? And you're on your way.
I'm aware there are whole books written on focusing, managing time and priorities and so on, and maybe you want to read some for more ideas. But don't let a system take over your life! Develop the good habits that allow you control over your life, stay focused, be productive and happy.
First off, let's deal with the question of whether the problem is of organic origin, such as ADD. I've seen adults with ADD who are functionally disorganized, unstructured and unfocused, and for whom medications (prescribed medications) have been miraculous. If you suspect you suffer from this or something related, see a doctor. Get tested and get treated if that's the issue.
If, however, you're one whose problem is more behavioral, then there are behavioral and cognitive techniques to improve. People who have trouble focusing often have challenges in three areas: planning, prioritizing and following through. Prioritizing tasks isn't hard if you're honest with yourself. What simply must be done? What would be good to get done? What would be a bonus? I'm simplifying things, of course, but not by much. One tip in prioritizing is to examine the purpose. For each task, ask why do this? What's the reason, the point here? Focus your purpose, get some clarity and you can focus your time. Planning also means scheduling, a great habit to develop and one usually lacking by those who can't focus well. I advocate more than a to-do list; write them in the order you want to address each one, and if you really have trouble sticking to it add a time frame to each (8-9:00 AM for this, 2-3:00 PM for that). Then decide you will not, cannot move to another task until you have spent the requisite time on the one you have begun. By the way, it's easier to do this when you're clear on the purpose for each task. Follow-through is a common problem for those who have trouble focusing. One thing I hear all the time is "I'm great at getting a task/project/job started, but then I get distracted and I never finish." If you follow the first suggestions here, then this often takes care of itself. Once you know why you're doing something and have a sense of purpose, then prioritize and schedule your time, internal motivation often kicks in to help you both start and complete a task.
Distractions are an issue, though. Take the initiative to prevent them from occurring if you can, or decide what you'll do before it happens if you can't. So that might mean turning off your cell phone while you write that report, or making the conscious decision to check email twice a day at certain times, or placing a object on your desk that you've told people if they see it out, you're not to be disturbed. A friend of mine has a technique for politely getting rid of office visitors: he stands up and walks toward the door, still talking, and his visitor automatically does the same and leaves. Painless and effective.
Take the time to understand your particular challenges and give these ideas a try. By the way, that takes a little focus by itself. You might need to follow these steps just to get started! Is it important to you (the purpose)? Is it a priority? How much so? When will you do it? What day? What time and for how long? And how will you handle possible distractions? And you're on your way.
I'm aware there are whole books written on focusing, managing time and priorities and so on, and maybe you want to read some for more ideas. But don't let a system take over your life! Develop the good habits that allow you control over your life, stay focused, be productive and happy.
Monday, February 2, 2009
But what about motivational speakers?
Let me add to my post on motivation by addressing a topic that comes up as a "what about?"response to my thinking about motivation in general. The topic is the motivational speaker.
This has become an actual category in public speaking, and for some time now. But shouldn't every speaker be a "motivational speaker" regardless of the topic? Whether I listen to a speech on leadership or a sermon at church I want to come away with a new motivation (or inspiration) to take some positive action. "Motivational speakers" tend to give advice on personal development and how to change one's life. That's great. I do that too when asked. But if I give a speech on developing lasting customer relationships or a workshop on team building, I want to be a "motivational speaker" there, too! I want to inspire people to do something different and better in whatever I present.
I need to reiterate the difference between motivation and inspiration. Motivation is internal and intrinsic, and a motivational speaker cannot motivate me; I can only motivate myself as inspired to do by the speaker. Or not. Consider this very common phenomenon: a person who listens diligently to motivational speakers, both in person and on CDs, but nothing changes in his or her life. This happens all the time. A person comes away feeling wonderfully inspired to do whatever motivated her to listen in the first place. See the difference? Her motivation, her decision to listen, was internal. It came from within. What she hears is inspiring and she wants to implement the plan, the suggestions, the "10 Steps" or whatever it was. But something prevents her from getting started. And so she listens to a different speaker or buys a new set of CDs, and around it goes.
Is it the fault of the motivational speaker that this woman stays the same and doesn't significantly improve her life? Was the speaker not motivational enough? Maybe he's just not a good motivational speaker. Maybe, in one sense. There are plenty of mediocre speakers out there! But the speaker's role is to inspire, to plant the seeds of motivation that must develop within the listener. What happens after that is up to the listener. As a side note, if motivation is there, but follow-through is not, the answer is usually found either in a lack of accountability for taking the steps, a seeming inability to even begin, or a lack of confidence in ones's ability to do so. That's where a coach can help, and in fact that's where coaches are most helpful. I have addressed each one of those issues with my own coaching clients.
I like to listen to "motivational speakers," most of them, anyway, and I like the message they bring. It's inspiring and I hope I'm motivated enough to take action. But I want all the speakers I listen to to be motivational, that is, again, that through their message and delivery they inspire me to do things differently and make the improvements I need to make.
This has become an actual category in public speaking, and for some time now. But shouldn't every speaker be a "motivational speaker" regardless of the topic? Whether I listen to a speech on leadership or a sermon at church I want to come away with a new motivation (or inspiration) to take some positive action. "Motivational speakers" tend to give advice on personal development and how to change one's life. That's great. I do that too when asked. But if I give a speech on developing lasting customer relationships or a workshop on team building, I want to be a "motivational speaker" there, too! I want to inspire people to do something different and better in whatever I present.
I need to reiterate the difference between motivation and inspiration. Motivation is internal and intrinsic, and a motivational speaker cannot motivate me; I can only motivate myself as inspired to do by the speaker. Or not. Consider this very common phenomenon: a person who listens diligently to motivational speakers, both in person and on CDs, but nothing changes in his or her life. This happens all the time. A person comes away feeling wonderfully inspired to do whatever motivated her to listen in the first place. See the difference? Her motivation, her decision to listen, was internal. It came from within. What she hears is inspiring and she wants to implement the plan, the suggestions, the "10 Steps" or whatever it was. But something prevents her from getting started. And so she listens to a different speaker or buys a new set of CDs, and around it goes.
Is it the fault of the motivational speaker that this woman stays the same and doesn't significantly improve her life? Was the speaker not motivational enough? Maybe he's just not a good motivational speaker. Maybe, in one sense. There are plenty of mediocre speakers out there! But the speaker's role is to inspire, to plant the seeds of motivation that must develop within the listener. What happens after that is up to the listener. As a side note, if motivation is there, but follow-through is not, the answer is usually found either in a lack of accountability for taking the steps, a seeming inability to even begin, or a lack of confidence in ones's ability to do so. That's where a coach can help, and in fact that's where coaches are most helpful. I have addressed each one of those issues with my own coaching clients.
I like to listen to "motivational speakers," most of them, anyway, and I like the message they bring. It's inspiring and I hope I'm motivated enough to take action. But I want all the speakers I listen to to be motivational, that is, again, that through their message and delivery they inspire me to do things differently and make the improvements I need to make.
What exactly is motivation, anyway?
I answered a question today on LinkedIn in which someone asked about tricks to motivate people, and how to create and boost motivation. Have to admit I was a little dismayed with the question itself, as it reflects a too-common mindset that motivation is something we do to people. I keep wondering how long this idea will continue?
Here is a little of what I wrote:
I take issue with a lot of what's written out there about motivating people. A lot of it is manipulative and designed to make it easy on the manager by using tricks and techniques better suited for rats in a maze than human beings. More like what you see in Dilbert cartoons. What managers forget or often purposely avoid is the significance of interpersonal behavior...their behavior...in motivating employees.
First of all, we don't motivate, we inspire. I really believe this. We may inspire motivation, and in fact we better! Motivation is intrinsic, and we can provide the environment that inspires and reinforces internal motivation, or just the opposite. It depends on what the manager does.Much has been made of the research that shows people quit their manager, not their company, and one contributer above alludes to that in suggesting that the manager-employee relationship is an essential component in motivation. I agree. It begins with the manager. Assuming you're the manager here, do you have the desire and the skills to develop relationships with your people? If not, forget about their motivation.
Develop a vision for your employees, whether it's an entire company, a division or even a work group. Communicate it constantly. Take the time to understand individual work style and discover what motivates them in general. This requires close observation and careful listening, two of a manager's most-needed skills. Know precisely what work product is required and communicate that. Decide the type of environment you want and make that clear. Find out what type of recognition creates a positive work response and follow-through religiously. Consistency in these areas is essential, as is your commitment to walking your own talk.
These are steps in building belief in your people, both you in them and them in you. This will develop internal motivation to perform, i.e., their behavior will follow their belief. What you've done now is develop a culture that inspires people to accomplishment. The motivation comes from within because they want to achieve. I'm convinced this is applicable in any work situation and any economic condition. I would argue that in today's economy it's more important than ever. No tricks involved.
Well, that's actually a lot of what I said, not a little. But I wanted to post this in both places because I feel strongly we need to change our perspective on motivation in general and what it means to motivate someone else. On a personal level, I look for inspiration to motivate me to certain actions. Motivation must come from within, however, inspiration is external and can come from other people, certain experiences we have, books we read or even music we listen to. We can be a source of inspiration to others, and whether it's as a manager, as a friend or as a parent, I think it's something to which we should all aspire.
Here is a little of what I wrote:
I take issue with a lot of what's written out there about motivating people. A lot of it is manipulative and designed to make it easy on the manager by using tricks and techniques better suited for rats in a maze than human beings. More like what you see in Dilbert cartoons. What managers forget or often purposely avoid is the significance of interpersonal behavior...their behavior...in motivating employees.
First of all, we don't motivate, we inspire. I really believe this. We may inspire motivation, and in fact we better! Motivation is intrinsic, and we can provide the environment that inspires and reinforces internal motivation, or just the opposite. It depends on what the manager does.Much has been made of the research that shows people quit their manager, not their company, and one contributer above alludes to that in suggesting that the manager-employee relationship is an essential component in motivation. I agree. It begins with the manager. Assuming you're the manager here, do you have the desire and the skills to develop relationships with your people? If not, forget about their motivation.
Develop a vision for your employees, whether it's an entire company, a division or even a work group. Communicate it constantly. Take the time to understand individual work style and discover what motivates them in general. This requires close observation and careful listening, two of a manager's most-needed skills. Know precisely what work product is required and communicate that. Decide the type of environment you want and make that clear. Find out what type of recognition creates a positive work response and follow-through religiously. Consistency in these areas is essential, as is your commitment to walking your own talk.
These are steps in building belief in your people, both you in them and them in you. This will develop internal motivation to perform, i.e., their behavior will follow their belief. What you've done now is develop a culture that inspires people to accomplishment. The motivation comes from within because they want to achieve. I'm convinced this is applicable in any work situation and any economic condition. I would argue that in today's economy it's more important than ever. No tricks involved.
Well, that's actually a lot of what I said, not a little. But I wanted to post this in both places because I feel strongly we need to change our perspective on motivation in general and what it means to motivate someone else. On a personal level, I look for inspiration to motivate me to certain actions. Motivation must come from within, however, inspiration is external and can come from other people, certain experiences we have, books we read or even music we listen to. We can be a source of inspiration to others, and whether it's as a manager, as a friend or as a parent, I think it's something to which we should all aspire.
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