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The Science of Motivating People Leadership in the 21st Century
Larry Port MILOFest 2014 October 23, 2014
We ALL have to lead & motivate
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We’ll take a look at the literature…
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…and old friends along the way.
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Motivation is a $50 Billion Industry
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Fast forward six years and thousands of
law firms later…
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…we are thriving and out-innovating billion-dollar
companies.
MOST IMPORTANT:
Make sure you have the right people on the
bus.larry@rocketmatter.com / @larryport
If you’re going to
grow, your people need to grow too.
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larry@rocketmatter.com / @larryport
Find the blockers,
and WEED THEM OUT.
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“The best team attracts the best team, and winning often leads to more winning.” - Jack Welch
Core Idea: Extrinsic
rewards often don’t work or
negatively affect
performance
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Core Idea: There is a business /
science mismatch
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If-Then Rewards Don’t Work
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The Candle Problem
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The Blood Bank
Kids & Drawing
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Encarta vs Wikipedia
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Rewards work with largely routine tasks
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What to do? Pay people fairly & get money off the
table.
People want INTRINSIC
rewards
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Autonomy
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1
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20%
Q: How can you have a wicked cool cultures like
Google & 3M? A: Get the right people on
the bus!
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Mastery
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2
Mastery begins with
Flow
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Grit: best
predictor of
success?larry@rocketmatter.com / @larryport
It’s
ab
out h
ow
mu
ch y
ou c
an
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TAKE and
KEEP
MOVING FORWARD
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“I walk slowly, but I never walk
backwards.” - Abraham Lincoln
Purpose
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3
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“I think evolution has had a hand in selecting people
who had a sense of doing something
beyond themselves.”
- Mihaly Csikszentmihaly
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Many executives thrash about with mission statements and vision statements. Unfortunately, most of those statements turn out to be a muddled stew of values, goals, purposes, philosophies, beliefs, aspirations, norms, strategies, practices, and descriptions. They are usually a boring, confusing, structurally unsound stream of words that evoke the response “True, but who cares?”
The core purpose is NOT your father’s mission statement.
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Core Idea: Recognition is an accelerant that improves employee and
company performance
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79% cite lack of
appreciation for leaving.
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$1000 Anything shy = bupkis
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The Carrot Culture is NOT your father’s recognition.
larry@rocketmatter.com / @larryport
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“Money is not as
powerful
a reward as people think.”
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4 CRITICAL Areas of
Leadership1. Goal Setting 2. Communication 3. Trust 4. Accountability
Setting Clear Goals
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Communicating Openly
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Trust Openly
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Accountability
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“Rrrrrrr-ghghghghgh. Arghhtgggtaa
rrgr.” - Chewbacca
Core Idea: Multipliers access and
develop the intelligence of
their organizations
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Core Idea: Multipliers
stand in contrast to
Diminishers, who inhibit
performance
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Have you ever worked with
someone who made you feel
smarter?
Have you ever worked with a
tyrant?
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Multipliers …believe people will figure
it out.
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Diminishers
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…are absorbed in their own
intelligence & have little faith in
others.
Multipliers …are genius watchers.
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Diminishers
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…put people in boxes & create “The
Walking Dead”
Multipliers …demand the best work
but in a positive way.
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larry@rocketmatter.com / @larryport
“My hunger is not for success, it is for
excellence. Because when you attain
excellence, success just naturally follows.”
- Coach K
Multipliers …restrain themselves & listen MOST of the time.
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Multipliers …instill accountability
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Multipliers …challenge people
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Multipliers …encourage debate
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Accidental Diminshers
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Idea Guy Always On
Rescuer Pace Setter
Rapid Responder
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I THOUGHT I WAS A MULTIPLIER
BUT I’M ACTUALLY A DIMINISHER
Leadership Hacking
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No monkeys on desks.
LEADERSHIP HACK #1
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When accepting praise, use
“WE.”
LEADERSHIP HACK #2
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When accepting blame, use
“ME.”
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“It’s amazing what you can
accomplish if you do not care who gets the credit.”
- Harry Truman
Know your KPIs (key performance indicators).
LEADERSHIP HACK #3
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Billable Time & Realization NPS (Net Promoter Score)
Quality of Life Survey
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POSSIBLE KPI’s
Run (at least) annually and (ideally) quarterly planning
meetings with CLEAR OBJECTIVES as output.
LEADERSHIP HACK #4
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Sample Quarterly Objectives
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Begin “Using Clio causes Erectile Dysfunction” campaign !Play joke on MyCase where 10,000 ping pong balls fall from ceiling
Know your core purpose and core values.
LEADERSHIP HACK #5
larry@rocketmatter.com / @larryport
Invest in continuous learning. Send people away once a year
for training.
LEADERSHIP HACK #6
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Incorporate cyclical processes designed to facilitate feedback
and accountability.
LEADERSHIP HACK #7
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Meeting 1: The Retrospective !
What should we START doing? What should we STOP doing?
What should we CONTINUE doing?
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The Retrospective… …is quick - 30 minutes.
…is NOT a whine session. …needs to be written down.
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The Retrospective will lay bare the negative change agents and stonewallers in the
organization.
ADDED BONUS!
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Meeting 2: The Daily Standup !
What did you do YESTERDAY? What are you doing TODAY?
What is IN YOUR WAY?
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Meeting 2: The Daily Standup… …is quick - 10 minutes max.
…stays on topic. …identifies dependencies.
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The Daily Standup will reveal stuck projects and poor
performing employees.
BUT WAIT! THERE’S MORE!
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1. Identify two techniques you are going to employ.
2. Discuss / understand how your leadership traits map to
those discussed.
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Homework:
!
Let’s keep the conversation
going!
larry@rocketmatter.com / @larryport
Larry Port larry@rocketmatter.com
@larryport www.legalproductivity.com
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