Coaching to Success

Our business is your success

Leadership

Management vs Motivation

For this article, I thought I would look at how Management can complement but also deter motivation and bring to your attention some key areas to consider.

I’ve combined Douglas McGregor theory on human motivation which describes two contrasting models of workforce motivation and Extrinsic/Intrinsic motivators.

To start, looking at McGeror’s theory. Simple in its delivery but look how it illustrates two opposing sets of assumptions underlining management policies and practices, can you see these within your own workplace:

Theory ‘X’ naturally exhibit:

  1. Inherent dislike of work
  2. Lack of ambition
  3. Prefer to be directed
  4. Avoid responsibility

Coercion, direction, punishment, monetary rewards needed to meet objectives

Theory ‘X’ managers typically use:

  1. Time-keeping and close supervision
  2. 3rd party quality control (Gets another person to check your work rather than allowing you to check it yourself)
  3. Narrowly-defined jobs & precise, legalistic job descriptions

I find such managers may be autocratic, judgmental & over-bearing, and essentially ‘Controlling’. Companies/organisations with such assumptions are likely to be rigid and unresponsive to customer needs.

Theory ‘Y’ naturally exhibit:

  1. Self-direction in serving objectives to which they are committed
  2. Rewards associated with achievement
  3. Accept and seek responsibility
  4. Creativity, imagination and ingenuity
  5. Intellectual capabilities are generally only partly utilised.

Theory ‘Y’ managers typically:

  1. Affirm people, exhibit trust
  2. Create conditions where individuals can achieve satisfaction while directing efforts to the achievement of organisational objectives.
  3. Provide employees with scope to use talents & creativity
  4. Believe in participation not prescription

Companies with such assumptions about people are more likely to be flexible in facing a changing world.

EXTRINSIC & INTRINSIC MOTIVATORS

Money helps attract and retain good people but consider this for yourself, is it enough to keep people motivated. Research shows these are the most important motivators.

  1. Full appreciation of work done
  2. Feeling of being involved / knowing what’s going on
  3. Job security
  4. High salary
  5. Interesting work

EXTRINSIC

  • Cash, material benefits, holidays
  • Security
  • Working conditions
  • Career development                                                           

INTRINSIC (*)

  • Sense of purpose & achievement
  • Autonomy
  • Sense of knowing what’s going on
  • Feeling of job competence

(*) Team leaders need to concentrate on this area

CREATING A MOTIVATING WORK ENVIRONMENT

  1. Set challenging targets
  2. Fully inform your team about decisions
  3. Involve more people in planning & innovation
  4. Delegate effectively
  5. Give responsibility for achievement
  6. Clear linkage between effort and reward
  7. Recognise achievements

My belief is taking theory ‘Y’ and combining with the motivators makes not only for a happy working environment but a much more productive one.

Coaching to Success looks at the way you or your team(s) manages the business and then help you to find the best way forward for all concerned.

Aristotle quoted “The whole is greater than the sum of its parts” so we give you the means to make your company/firm better than your competition, all you have to do is take the first step by contacting Neil on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to set up a free initial conversation to discuss areas you care to improve – take a step into Theory Y!

5 Areas that can PREVENT you from long-term success!

Here’s a question for you… “Regarding business development, are you in it for the short or long term?”. May sound like a senseless question but consider the following article ‘Deming’s Five Diseases of Management’ which looks at 5 common problems that STOP organisations from succeeding in the long term!

It’s all about behaviours and attitude and I certainly know some managers with the latter. Here we’ll just cover what I consider to be the 5 most fundamental that any company/firm needs to consider.

1. Having no consistent purpose – All too often new strategies are introduced yet rarely seen through to conclusion before another strategy is muscling its way in due to ‘new ideas’ coming in from the top!

What generally happens is a lot of energy is initiated at the beginning but with minimal result. Staff become despondent and find it difficult to commit to anything long-term, why should they, it’s likely to change after all! Worse still, morale drops leading to dissatisfaction and even high turnover of staff. (some retail outlets are a great example of this)

Create and certainly promote your ‘Mission’ and ‘Vision’ statements for all to see and understand. Ascertain the ‘Values’ that drive them and get staff to buy into them making sure any changes or new strategies follow this path. Set specific goals and actions, then make sure it’s seen through to the end.

2. Emphasis on short-term profits! – It’s still tough out there with instant orders/profits taking priority over longevity of the business. Be warned that short-cuts are often taken with regards quality of service or product, innovation is suppressed and often replaced by fear. Be mindful that the economy is showing signs of improving so now is the time to start investing in your organisation’s long-term health and development plan.

3. Management by fear – Leads neatly on from the last heading. Often fear emanates from the unknown and, in turn, it’s easy to make threats. Fear can help people focus on short-term situation but at the expense of long-term success.

Carry out performance reviews/appraisals but in a manner of fairness with a good dose of honesty and sensitivity. Adopt a supportive, coaching approach giving them empowerment over their own success.

Also complete mini one’s throughout the year. I know I used to hate these as it always seemed to be used by directors to beat you rather than look for the most productive way forward.

Implement mentoring or coaching packages that focus on regular improvement.

4. Senior management high turnover – It takes time for any manager to gain an understanding of their role and equally as much to develop an understanding relationship with the team and those they are responsible for as well as expertise in the job itself, ergo, you will never have an efficient business if the key players aren’t bedded down.

Without stability from the top down, others will also adopt a short-term approach.

Start to consider long-term objectives with new managers. Looking at both short/long-term, create career paths or goals that align with the business’ objectives. SWOT analysis work well here to establish individual’s S & Os and look to embrace these rather than concentrating on W or T.

5. Looking at just the ‘Visible’ results – All too often I see how organisations simply look at the bottom line figures. Even in a sales environment, figures are important and as far as the board are concerned, yes, figures are critical but refrain from simply looking at these.

What is your organisation’s Critical Success Factor (CSF)? What are the key elements that drive your business? This should be created from your mission statement, from that, activities can be created to insure it. These aren’t all necessary figure based but can be around client/customer satisfaction, staff wellbeing etc.

This is a subject matter in its own right as are any of the aforementioned headings. Just to start being aware will make immense differences within your organisation and should you wish for long-term success, then please get in touch.

After all, Coaching to Success’ mantra is “… Our business is Your success” so take that first step and contact me to discuss some areas of concern or wanting to move forward at neil@coachingtosuccess.co.uk or call 07761 187238, where you’ll be assured a friendly and positive greeting.

Let’s start to build morale now we’re on the turn!

Sociologist Alexander Leighton stated “Morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a common purpose” so it’s critical to invest time in developing good morale for your organisation to flourish, those that do experience much higher productivity, profitability and staff retention, decreased level of absenteeism and turnover of employee numbers as well as producing an amazing place to ‘want’ to come and work in!

With all the positive talk about the economic climate, let’s insure or teams also buy into this lift in morale while avoiding the common factors I often see causing it to dip:

  • Difficult co-workers.
  • Heavy workloads and/or stress.
  • No recognition or reward/gratitude.
  • Restructure or Layoffs
  • Deplorable leadership.
  • Inflexible working conditions.
  • Cancellation of team benefits.
  • Lack of enablement or autonomy. opposite

How frequently do you see managers turning a blind eye, or not even realising the state of morale by blaming workload pressure? Don’t wait for others, lead from the front and build your own positive attitude or outlook. ‘Positive’ thinking encourages positivity around you (negative has the same contrasting effect).

So I’ve put together some tips for you to consider:

  1. CONNECT WITH YOUR TEAM – Avoid hiding behind a desk or closed doors. Get out there, speak to the team, find out about personal as well as work subjects and show interest. Show presence by walking around and being approachable. Remember my earlier comment ‘No recognition’? Reward your team and this doesn’t have to cost a penny, simply making an announcement to all how well a member/team have done builds positive feelings but physical rewards work well when they’re due.
  2. CLARITY OF DIRECTION – Set ‘Clear’ goals. This way members ‘know’ what they should be doing or aiming for. SMART goals, yeah, I know, business spiel but it works!
  3. COMMUNICATION –Without clarity, rumours start, so it’s imperative that timely and accurate information is given. If there are changes being made, keep those around up to date so they can’t make their own ‘assumptions’. Remember to ‘Receive’ as well… after all, communication means “the activity of conveying information through the exchange of information”
  4. MAINTAIN MOTIVATION – All too often there’s a positive ‘get up and go’ approach and the following month, life’s back to normal! Know what makes your team members tick! (look into Maslow’s Hierarchy of needs). Keep up with SMART goals and stay ‘Connected’ with your team(s).

Coaching to Success understands how to help those leaders develop a positive environment and keep motivated to succeed through these times as well as supporting you along this path. If this is an area you feel you, your team or firm/company would benefit from, take that first step by speaking to someone who can help you improve morale whilst keeping you on track to reach them, after all, that’s what coaching is all about so pick up the phone to arrange a free consultation on how we can help, contact Neil (07761 187238) or throw us an email at info@coachingtosuccess.co.uk… We’re here to help.

7 TIPS TO DEAL WITH CONFRONTATION

How many times have you got caught up in an argument that if just one of you had been less defensive, could have been resolved or at least diffused, if handled better?

Here’s 7 tips on how to control your own demeanour and, in turn, the potential landmine that an argument can be.

  1. Take a deep breath just before the confrontation or during it. This lowers your heartbeat and blood pressure.
  2. Breathe a little slower, again, the amount of adrenaline running through your body also drops.
  3. Take 5 minutes, if you can, quickly rehearse what you are going to say to someone. Make key points of your argument.
  4. Get to know what triggers your anger. Prepare a new response to that trigger. By doing this you are aware of the buttons people can push to elicit a certain response.
  5. Make the person aware of how confrontational they are being. Saying something like ‘why are you shouting at me?’, ‘Why are you being so aggressive’. This turns the energy back on the person and lets them look at themselves for a minute, this might calm them down as people get lost in the moment.
  6. Turn all the attention back on the person you are arguing with. ‘You seem really angry about that!’. This can have the same effect of point 5.
  7. Don’t get sucked into their arguments. The purpose of an argument is to manipulate you into losing one, thereby showing the other person they are superior.

Consider this story…

I drove past someone who lived on our estate and he was walking his dog. He was on the pavement as I drove past. I pulled into the driveway then heard this guy shouting at me. He walked aggressively and I prepared myself for a confrontation as I hadn’t a clue what had happened. The conversation went as follows;

“You soaked my dog”, I looked at his dog and suddenly realised I must have driven through a puddle. Inside, I questioned the absurdity of this man looking for a fight because some water had gone over his dog. I said

“Oh, I’m sorry, I didn’t realise.”’

“You did soak him, you went through a puddle and soaked him.”

“I said, apologies for soaking your dog I didn’t realise” repeating what I had said before. His demeanour changed.

“Well you did and I’m pissed off!”

“I can see you are, but it was an accident”. As he turner to walk away, he added “

I’m sorry I was so angry, it’s just it happened last night as well with somebody else.”

“It’s okay, I understand. See you later” I replied.

This shows that different things annoy different people, but it’s easy to deal with their behaviour if you point out how they are behaving.

If there are anger issues within your workplace, give Neil a call on 07761 187238 or email info@coachingtosuccess.co.uk to arrange a free, no obligation consultation and discuss what issues are affecting you.

Recognise the inspiration before ‘they’ leave!

Finding ideas, some would say, is the easy part but seeing them through is where it gets tricky!

Who are those ‘hidden’ gems amongst your team(s), whether internal or external? Are you hearing their voices through the other noises of a busy day? Can you spot those individuals, those free thinkers who don’t simply conform to existing processes?

It’s energised individuals with the positive drive. It is these innovators, internal entrepreneurs, that not only have the ideas but the energy to see them through.

So why do these people leave? Up to 70% of successful entrepreneurs, self-employed people, get their ideas whilst in employment but then leave due to the lack of processes that enable them to either pitch their idea or have it heard. Be honest with yourself, do you TRULY welcome new ideas or do you believe what you have established is the best and only way forward?

Here is 5 patterns of successful companies who adopt ‘intrapreneurship’ (inside entrepreneurs following organisational goals)

Freedom and not just Money: Intrapreneurs enjoy the freedom of being able to influence organisational goals. Money is a necessity but is more of a tally or, a reward for how well they are contributing.

Photosynthesis: Intrapreneurs feed the idea and cultivate it before releasing it. They develop it but share it only when they feel it is ready to provide, what in effect will be, the ‘glucose’ to business survival.

Pivoting: The genius within! Intrapreneurs see things the rest of us don’t and aren’t scared to suggest or, when they become their own bosses through entrepreneurialism, turn them into reality. Look at Sir James Dyson, who, in 1993 was ignored by companies such as Hoover and Electrolux for his design of a new vacuum cleaner (now expanded to hand dryers and desk fans) and can now be found in over 50 countries with 3,100+ employees and turnover in excess of £1b in 2011.

Visual conception: Like sponges, intrapreneurs use all forms of visual stimulation from design to mind-mapping and thought-showers (brainstorming to you and I) and will look at all potential parameters without settling on the first idea. Aware that initial emotions may outweigh the logic, they allow time for it to develop symbiotically and to show it’s true benefits.

What’s next?: These people strive to see what’s next. Constantly looking for betterment and positive change. Very clear, highly engaged and always learning new ways so that they are not left watching others make those changes that propel organisations forward.

Maybe it’s time to open your eyes and your ears to those around you and find those lions among your team(s).

Coaching to Success help organisations succeed through change and more often than not, it’s through your own ‘Intrapreneurs’ so contact Neil on 07761 187238 or email info@coachingtosuccess.co.uk to arrange a free, no obligation consultation and discuss what benefits change will bring.