100 Ways to Motivate

7/28/2019 100 Ways to Motivate

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100 Ways to Motivate OthersHow Great Leaders

Can Produce Insane Results

Without Driving People Crazy

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The second tenLead from the front

Preach the role of thought

Tell the truth quickly

Dont confuse stressing out with caringManage your own superiors

Put your hose away

Get the picture

Manage agreements not people

Focus on the result, not the excuse

Coach the outcome

Episode 02

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11. Lead From the Front

You cant change people.

You must be the change

you wish to see in people.

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There is nothing more

motivational than leading from

the front.

It motivates others when you

are out there and you do it

yourself. Its inspiring to themwhen you do what you want

them to do.

It changes people more deeply

and more completely thananything else you can do.

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be what you want to see. If you want your people to be more

positive, be more positive.

If you want them to take more pride

in their work, take more pride in

yours. Show them how its done.

If you want them to look good and

dress professionally, look better

yourself.

Want them to be on time? Always be

early (and tell them why...tell them

what punctuality means to you, not

to them).

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There are three principles

of leadership: (1) Example,

(2) Example, and (3)Example.

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12. Preach the Role of Thought

Great men are they who

see that thought is

stronger than anymaterial force, that

thoughts rule the world.

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Make certain all the people you want to

motivate understand the role ofthoughtin

life. There is nothing more important. Im depressed.

You just think youre depressed.

Same thing...it feels like the same thing.

It feels like the same thing, because it isthe same thing.

What if I thought I was really happy?

I think that would make you feel really

happy.

I know it would.

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Why is it that the rain depresses

one person and makes anotherperson happy?

If things make you feel

something, why does this thing

called rain make one person feelone thing and the other person

feel the other thing? Why, if

things make you feel something,

doesnt the rain make bothpeople feel the same thing?

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Because the rain doesnt

actually make you feel any-

thing. (No person, place, or

thing can make you feel

anything.)

It is the thought about the rainthat causes your feeling. And

throughout all your leadership

adventures, you can teach your

people this most importantconcept: the causal power of

thought.

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Nothing in the world has any

meaning until they give itmeaning. Nothing in the

workplace does either. Your people

often look to you for meaning.

We can make things mean

anything we want them to, within

reason. Why not use that power?

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Your employees can only get

angry with someone if theythinkabout that person as a

threat to their happiness. If they

dont think about that, how can

they be angry?

Your people are free to think

about anything they want. They

have absolute freedom ofthought.

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People feel motivated only when

they think motivated thoughts.

Thought rules. Circumstance does

not rule. The closer your relationshipto that truth, the better the leader

you are.

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13. Tell the Truth Quickly

Question: How many

legs does a dog have if

you call the tail a leg?Answer: Four. Calling a

tail a leg doesnt make it

a leg.

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Great leaders always share a common

habit: they tell the truth faster thanother managers do.

This is the main lie you hear in the

world of business and especially in

sales: Theres nothing I can do. Thisis the I am helpless and powerless

lie.

The truth is, there is always a lot you

can do. You just have to choose the

most creative and efficient way to do

it.

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One way a salesperson starts her

day with action is to ask herself, If I

were coaching me, what would Iadvise myself to do right now?

What creative action would bring

the highest return to me?

Another quick cure for the feeling

that theres nothing I can do is to

ask ourselves, If I were my

customer or my prospect, what

would I want me to do?

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And what you can always

do is GIVE.

Great salespeople, and any people

who lead their teams are great

givers.

constantly giving their internal andexternal clients beneficial things

helpful information, offers of

service, respect for their

time,giving, giving, giving allday long.

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They always ask the best questions

and always listen better than

anyone else listens. As thatcommitment grows and expands,

and those gifts of attention are

lavished on each client in creative

and ongoing communications, thatsalesperson becomes an expert in

client psychology and buying

behavior

A new week begins, and this

thought occurs: Theres so much

good I can do, I just cant wait.

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14. Dont Confuse Stressing Out

With Caring

Stress, in addition to

being itself and the

result of itself,is also the cause of

itself.

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Most managers try double

negatives as a way to motivate

others. It doesnt work. Stressing outover our teams goals

is not the same as caring about

them. Stressing out is not a useful

form of motivation.

No performer, when tense, or

stressed, performs well. No leader

does. No salesperson. No athlete.No fund-raiser. No field-goal kicker.

No free-throw shooter. No parent.

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A stressed-out, tense performer

only has access to a small percent

of his brain.

Most people stress themselves out

as a form (or a show) of reallycaring about hitting some goal.

But its not caring, its stressing out

Stressing out makes one perform

worse. True caring makes oneperform better.

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Caring

Caring is relaxing, focusing, and

calling on allof your resources, all

of that relaxed magic, all of that

lazy dynamite you bring to bearwhen you pay full attention with

peace of mind. No one performs

better than when he or she is

relaxed and focused.

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Stressing out

Stress is basically a disconnection

from the Earth,

Its a forgetting of the breath.

Stress is an ignorant state. It be-lieves that everything is an

emergency.

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Leadership success comes from

knowing to focus and remainfocused.

So dont spend your attention any

old place. Spend it where you want

the greatest results: in clients,customers, money, whatever.

In a relaxed and happy way, you can

be undivided and peaceful and

powerful. You can succeed.

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15. Manage Your Own

Superiors

There is no such thing as

constructive criticism.

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How can you keep ownership

when you get mixed messagesfrom senior management?

Mixed messages happen because

people are only human and itshard to coordinate a lot of

energetic, creative people to

present themselves as one narrow

message.

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Its a challenge that must be dealtwith. But it is not necessary to use it as

a source of defeat or depression.

Its a challenge. We have often seen

the message from the top

become more coherent and unified

when the request for

unity from below becomes morebenevolent and creative.

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16. Put Your Hose Away

Wise leaders and high

achievers come to

understand that theycant hope to eliminate

problems...and wouldnt

want to.

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Why are so many managers

ineffective leaders?

Because they are firefighters.

When you become a firefighter,

you dont lead anymore. You dontdecide where your team is going.

The fire decides for you.

(The fire is whatever current

problem has flared up and cap-

tured your time and imagination.)

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You become unconscious of

opportunity. You become blind to

possibilities, because you are

engulfed in, and defined by, thefire.

Soon, all you know is fires, and all

you know how to do is fight them.

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A great motivator doesnt fight

fires 24/7. A true motivator leads

people from the present into the

future. The only time a firebecomes relevant is when its in

the way of that future goal.

A firefighter, on the other hand,

will stop everything and fight everyfire.

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17. Get the Picture

People cannot be

managed.... Inventories

can be managed,but people must be led.

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Heres a question often asked: Isntleadership something people are

born with? Arent some people

referred to as born leaders?

Yes, but its a myth. Leadership is a

skill, It can be taught and it can be

learned at any age if the

commitment to learn is present.

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Why Companies cantturn their

managers into leaders?

They dont know what a leader is.So how can they train for it?

They dont read books on

leadership, they dont have

leadership training seminars, and

they dont hold meetings in which

leadership is discussed and

brainstormed.

Therefore, they cant define it. So

they say people are born leaders.

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The remedy for this is to always

revise your picture of what a good

leader is.

People are not motivated bypeople who cant even picture

good leadership.

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A picture of a leader

THINK LIKE A HERO (Who can I help

today?),

WORK LIKE AN ARTIST (What else

can we try?), REFUSE TO BE ORDINARY (Pursue

excellence, then kill it.), and

CELEBRATE (But take no credit.).

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18. Manage Agreements,

Not People

Those that are most slow

in making a promise are

the most faithful

in the performance of it.

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How do you manage

unmanageable people?

all people are pretty unmanageable

How great leaders get great resultsfrom their people without

managing them?

They manage agreements.

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Managers make a mistake when they

try to manage their people(emotions

and personalities). This leads to poor time management

and a lot of ineffective amateur

psychotherapy

It also encourages employees to take

a more immature position in their

communication with management,

almost an attempt to be re-parentedby a supervisor rather than having an

adult to-adult relationship.

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A leaders first responsibility is to

make sure the relationship is a

mature one. A skillful leader always seeks to

understand the feelings of others.

But does not try to manage those

feelings.

A leader, instead, manages

agreements. A leader creates

agreements with team members

and enters into those agreements

on an adult-to-adult basis.

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Once agreements are made on an

adult-to-adult basis, people dont

have to be managed anymore.What gets managed is the

agreement.

It is more mature and respectful to

do it that way, and both sides enjoymore open and trusting

communication.

There is also more accountability

running both ways. It is now easier

to discuss uncomfortable subjects.

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The biggest beneficial impact of

managing agreements is oncommunication. It frees

communication up to be more

honest, open, and complete.

A commitment to managing

agreements is basically a

commitment to being two

professional adults working to-gether

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Take care!

Youre bad and youve done wrong,

and Im upset with you, and Im

disappointed in you, and I know

that youve got your reasons and

youve got your alibis and yourstories, but still, Im disappointed in

you

That kind of approach is not

management, its not leadership, itis parent-child approach to

managing human beings.

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Because a leader is always serving,too. Not just laying down the law,

but serving. And always asking,

How can I assist you? How can I

serve you and help you with this? Because the true leader wants an

absolute promise and absolute

performance.

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19. Focus on the Result,

Not the Excuse

A leader has to be able to

change an organization that

is dreamless,soulless and

visionless...someones got to

make a wake-up call.

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It isnt just doing itit is

the just wanting it

Thats what we humans are all about.We know how to get what we want.

We are biological systems designed to

do that.

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Non-producers are simply not

focusing all their attention on

succeeding at selling They are in sales because of other

reasons...they believe they need

the money, maybe, and therefore

think they should be there.

They are trying to live up to other

peoples expectations

But theres no power in that. Nofocus. No leverage.

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Salespeople who do what they think they

should do all day convert their managers

into parents.

Then they age-regress into childhood and

whine and complain.

Even when you try to micromanage their

activities, even when you are eloquent in

showing them that Activity A leads to

Result B (always) and Result B leads to

Result C (always), they still do it

halfheartedly and search in vain for a new

how to from other mentors and peers.

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What managers need to manage is the

want to, not the how to.

Once you get the non-producers sales goal(plan, quota, numbers) in front of you for

mutual discussion,

Ask the person, Why do you want this?

What will it do for you? What else will it do

for you? Whats one thing more it will do for

you? If I were to tell you that there were

activities that would absolutely get you to

this number, would you do these activities?

If not, why not?

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Please keep in mind that you have

people who dont really want what

they are telling you they want, and

even they dont realize that. You know

that if they truly wanted to be

producers, nothing in the world could

stop them.

Intention Deficit Disorder is what we

have named the dysfunction that is

always at the core of non-production

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The real long-term trick to

good management is to

hire people who WANT

success.

Not want the job, but

Wanting to succeed at the job

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20. Coach the Outcome

Unless commitment is

made, there are only

promisesand hopes...but no plans

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Some research we have seen shows

that managers spend more than 70percent of their time trying to get non-

producers to produce. And most

producers, when they quit for another

job, quit because they didnt getenough attention. They didnt feel as if

the company appreciated them

enough nor could they grow fast

enough in their position

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Most non-producers want to keep

their jobs (because of their spousaldisapproval if they lose it, because of

their fear of personal shame if they

lose it, and so on), so all their activity

is directed at keeping the job fromone month to the next. If they can do

the minimum in sales and still keep

their job, they are getting what they

want. People get what they want.

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Somehow, non-producers have

convinced themselves that there is no

direct cause and effect betweenincreasing certain activities and

hitting their numbers.

The managers challenge is to redirect

all daily effort toward hitting a precisenumber. If your people believed that

they had to hit that number, they

would hit that number, and technique

would never be an issue. Skills wouldnever be an issue. They would find

them.

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Your non-producers will always

want to sell you on what they have

done, all the actions they havetaken. What they dont want is to

take responsibility for outcomes.

Good sales management is outcome

management, not activitiesmanagement.

They need to hold people

accountable for the results they are

getting, and nothow hard they aretrying.

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The truly great managers spend

most of their time helping good

producers go from 100 % to 150%.

They have fun. They are creative. They feed off of their producers

skills and enthusiasm.

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Managers need to simplify,

simplify, simplify. They do notneed to do what they normally do:

complicate, multitask, and

complicate.

Keep it as simple as you can foryour non-producers, focusing on

outcomes and results only. Spend

more and more time with

producers who are looking for thatextra edge you can give them.

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100 Ways to Motivate