Category Archives: High Performance

Discover the secret to motivating your team members

Over many years of facilitating leadership development programs I have been continually asked, “What is the secret to motivating my team members?”.

I have been taking the participants of our programs through a simple three step process to find the answer to this question. You might like to treat this process as an activity, so why not pull out some paper and a pen and see what answers emerge for you.

Step One
Rather than focusing upon the factors that will enable you, as a leader, to motivate your team members, let’s consider your thoughts about the factors that enable you to be the best that you can be at work. Take out your pen and paper and jot down some points that, for you, enable you to be highly motivated at work.

Once you have completed your answer, look at the typical responses that I have received over many years of collecting participant responses to this question.

The following are the Top 10 typical responses that are listed in no particular order of importance.
• Recognition for the work that has been done
• Opportunities to be creative
• A sense of contributing to the company
• A sense that what I do has value
• A fair wage for my contribution, all things considered
• Being treated fairly and trusted to do my job
• Being given appropriate feedback on my performance
• Having work that is interesting and that uses my skills
• Having opportunities to develop and grow in the business
• Having opportunities for promotion

Step Two
Now place yourself into your leadership role. What factors do you think will enable your team members to perform to the best of their ability? Once again take out your pen and paper and write down your answer to this question.

Once you have completed your answer, look at the typical responses that I have received over many years of collecting participant responses to this question.

The following are the Top 10 typical responses that I have received over many years of asking this question.
• Being given compliments and recognition for doing good work
• Having appropriate work delegated to them
• Having opportunities to progress their career
• Having training and development opportunities
• Having work that uses their skills
• Being paid appropriately for their work, all things considered
• Having leadership opportunities
• Being shown that management actually cares about them as a person
• Being trusted to do their job
• Being consulted about changes before they happen

Step Three
Look at both lists of responses. What do you notice? What stands out to you?
Many people have responded that they are surprised at the similarities between the two lists. When I have asked why they are surprised about the similarities between the two lists, people have responded that they somehow thought that the motivators for leaders and everyone else would be different. In reality it seems that most people’s motivations are fairly similar.

In summary, people want:
• To be paid fairly for what they do
• To be provided work that uses their skills
• To be provided training and development opportunities
• To be recognised for the work that they do
• To be trusted to do their job properly
• To be provided with opportunities for advancement or promotion
• To be included in making decisions about changes that will affect them
• To be treated fairly including being given feedback on their performance
• To be shown that people in the organisation actually care about them as a person
• To have work that has some value

How to use this information
As a leader the easiest way to use this information is to look at the three lists and ask yourself, “How am I and my organisation performing with each of these motivating factors?”. Neither leaders nor organisations are perfect, so you are unlikely to have a positive tick against each item. However, if your team members are lacking motivation then I guarantee that the underlying reason will lie in what you and your organisation are not doing to help them to maintain their motivation.

The beauty about this simple exercise is that it can quickly highlight what you can do to increase motivation. If you discover that you aren’t properly recognising your team members for the work that they are doing, then start doing this behaviour. If you recognise that you aren’t providing appropriate development opportunities for your team members, then consult with your People & Culture department and discover how they might be able to help you. If you discover that some of your team members aren’t being paid properly, all things considered, why not commence whatever processes that you can to increase their pay to a more appropriate level? These actions and others can be taken to quickly enhance the motivation of your team members.

Motivating team members is not as difficult as many leaders think. Follow the three steps above and take action based on your results. You will be pleasantly surprised by the increase in motivation that your team members display.

How do you motivate your team members?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Sam Stosur Achieves Success Through Lessons From Surfing

This article was first published in 2011. Sam Stosur has recently returned to the winner’s circle winning her first WTA tournament since her 2011 crowning. Wouldn’t it be nice if it is a sign of further good things to come!

 

Congratulations to Sam Stosur who on Monday morning (Australian time) won the US Open.

Below is a copy of an article that I published on April 3rd 2009. While almost 2 and a half years ago Stosur reveals the key lessons she learned from Layne Beachley, a seven time World Champion surfer.

Given Stosur’s US Open success the article is re-published in full to provide some insight on her journey.

My experience with listening to talkback radio is such that I rarely choose to listen to it. However I was flicking through the radio channels while driving to on my way to a meeting recently when I tuned in the start of an interview with Layne Beachley, retired 7 time World Surfing Champion from Australia. Lane is currently having a positive influence with another current Australian female athlete, Samantha Stosur. Samantha has recently entered the Top 30 list of the world’s best female tennis players and has had a string of recent victories against higher ranked players. In a recent interview Samantha named Layne Beachley as the person who has helped her most to enable her to make the most of her ability.

Which takes me back to the interview with Layne Beachley. Lane said that all she had done with Samantha was share some of the most significant lessons that she had learned throughout her highly successful surfing career. As I was listening to Layne speak, her words seemed so familiar to me. I have been teaching and practising a version of what she was saying for some time. However I would like to share Layne’s version as it is sometimes useful to explain a similar concept from someone-else’s perspective.

Layne mentioned that up until the age of 26 she had not won a world championship. When in competition, Layne recognised that she had natural surfing ability, she was a good surfer. But what she wasn’t was a natural winner. When she had to compete against the top surfers in the world, Layne would ‘self-talk’ herself down. She would compare herself against these world Top 10 athletes and think to herself, “Gee, isn’t she good. She is much better than me. I’m not as good as her.” Henry Ford once said, “If you think you can, or you think you can’t, you’re right either way!”

Layne had been talking herself into defeat even before she caught her first wave in competition. To compensate for her negative self-talk, Layne would then, as she describes it, “surf the wave before it came”. This meant that when the wave actually did come along to surf, while she was physically riding it, her mind was focussed on the outcome rather than staying ‘in the moment’. The result: she would lose.

Losing did not fit with Layne’s personal vision of being a World Champion. One day she recognised that she was her own worst enemy and the only thing that was stopping her from being the best she could be was herself. So decided to do to two things.

1) Layne decided that she would teach herself to speak positively to herself. She knew that she trained hard and that she did the work required to be a World Champion, so she had to believe that she really could be a World Champion. So Layne changed the focus of her self-talk to become positive. Rather than saying things like, “Gee I stuffed up that wave”, Layne would say to herself something like, “When I’m focussed my skills enable me to surf to the best of my ability. I’ve done the training!”

2) Layne also recognised that she had to train herself to become excellent at executing her skills ‘in the moment’. So, rather than surfing a wave before it came along, or being mentally ‘stuck’ on a wave that she had already surfed, Layne decided to train herself to be able to focus on her processes and what needed to be done ‘in the moment’. Through training in this way (this is an important point – Layne didn’t just use training to perfect her surfing skills, she used training to ‘perfect her mental approach’). In this way, negative self-talk at training became unacceptable. Being distracted by the wave that was yet to come or the wave that had just been surfed while she was training was also not acceptable – she could do that when she was out of the water and reviewing her session. Instead, she trained herself to execute her processes in the most focussed way possible; by ‘staying in the moment’ and surfing each wave (which, by the way, is always unique!) the best way that particular wave was demanding to be surfed. And she did this at training.

Samantha Stosur reportedly said that her capacity to play each ball for what it was, rather than worrying about the outcome for each shot, was the skill that she was developing and was the key skill that was making the biggest positive difference to her results. But, like any skill, this had to be trained.

Clearly the majority of us are not elite athletes, certainly not World Champions. But we can be the best that we can be at whatever it is that we want to be good at. I know that in my work it is critical that I ‘stay in the moment’ for my facilitating, in meetings with clients, colleagues and peers, and most importantly when I am with my family. I have my structures in place in terms of my plans etc. but it is still important that I execute those plans and listen to what is being said and don’t get ‘ahead of myself’. When I do (which I sometimes do) I can miss an opportunity that was calling out for my attention.

I advocate that it is critical to have goals and to have plans (processes) that you need to execute to enable your goals to be realised. It is important that you believe that you can achieve the goals that you set for yourself. I had to believe that I actually could complete the first marathon that I ran. I had to believe that I could facilitate the first workshop that I facilitated on my own. I had to believe that the service areas that we operated could become National Award winning teams. I had to believe that if we provided good people with the right support they could take the organisation we were in to become nationally recognised for its service excellence. So goals and self-belief are critical. But, when you are executing your plans, and you are in the process of ‘doing them’, ‘staying in the moment’ and getting the best out of that moment while you are executing your plans is the level of focus that can bring everything that you are working towards into reality.

As a final note, Layne Beachley mentioned that when she started to perfect her focus she failed many, many times. She failed at training, and she failed in competition. But she never lost the faith that, through practice and continuous learning, she could improve her focus and achieve her dream. Over time, as her ‘focus’ skill developed, Layne’s results started to look after themselves and the rest, as they say, is history. Surfers themselves have commented upon Layne Beachley’s capacity to handle pressure. It is now clear why she is able to handle pressure. She had trained herself to focus.

I’m interested in hearing from you about your experiences of self talk, goals, focus and ‘staying in the moment’ and how you might see such a skill being applied throughout your career?

Gary Ryan enables talented professionals, their teams and organisations to Move Beyond Being Good.
View a Tedx Talk by Gary Ryan here.

Expert Tip – Motivation Factor 10

In the eleventh and final short video in the 11 part series on how to create motivated employees, I share the last of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor? How does your employer rate for you?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Expert Tip – Motivation Factor 7

In the eighth of the short videos in the 11 part series on how to create motivated employees, I share the seventh of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor? How does your employer rate for you?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Expert Tip – Motivation Factor 1

In the second of the short videos in the 11 part series on how to create motivated employees, I share the first of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How would you rate for this factor?

For more information on all 10 factors and the underlying belief, visit the OTM Academy.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Expert Tip – Motivation – Belief

Over and over in the programs that I facilitate for both Senior and Developing leaders I am asked this question, “Gary, how do I motivate my team members?”

Below is the first short video in a an 11 part series that answers this question.

Join the OTM Academy here.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

How large is your Management Perception Gap?

This is a post in a five part series, each of which will explain one of the gaps.
Over two decades ago Parasuraman, Weithaml & Berry (1988) introduced the concept of Service Gaps. Each gap contributes to an organisation’s capacity to meet or exceed the expectations of its customers and the cumulative effect of the gaps have the potential for significant performance failures. The gaps are as relevant today as they have ever been.
The first gap is known as the Management Perception Gap.

Gap 1 The Management Perception Gap

A gap can exist between managements understanding of customer expectations and the actual expectations of customers. If management get this wrong, everything else they do will be wrong and the service gap is likely to grow exponentially. Organisations must do everything in their power to minimise the chances that Gap 1 exists. When was the last time your checked your perception of your customer’s expectations against reality?

Copyright Gary Ryan 2011
“Service. If you haven’t got it, don’t even bother getting out of bed if you want to be a senior leader.  It’s such an entry level requirement it isn’t even worth talking about it.”  (Jack Welch, ex GE CEO)
Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Rocket scientists beware, good service is good business!

It really isn’t rocket science, but in highly competitive times it makes sense that good service is good business. Even though customers are not particularly loyal, providing great service consistently and over a long period of time makes it all the more difficult for your competitors to attract your customers away from you. 
While your customers will try out the competition, if they do not receive a higher and consistent standard of service than your organisation provides, then your customers will come back and be less inclined to try out the competition again. Implicitly your customers will trust you (just as you, in turn, trust your staff). 
It is however, good practice to maintain a healthy tension about your customers trying out the competition. The day that you either think that you don’t have any competition, or the day that you stop providing good service on a consistent basis, is the day that your organisation will start to decline.
No job is secure. But good, consistent service increases the security of every job, every department and every organisation. Good service IS good business!
Good service is good business
Quote from a research participant
Great service actually feels good. It feels good for me, it feels good for the people I’m serving and it keeps the business humming along. To me, good service just makes sense.
Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Managing the vision-strategy challenge

A consistent challenge that people face creating their first plan for personal success is defining the future that they desire in terms of strategies rather than what they act actually want.

A common example relates to fitness and health. People will often say things like, “I want to lose 10 kilograms, this is the fitness and health future that I desire.”

Losing 10 kilograms is a strategic goal and while losing 10 kilograms is an outcome, it isn’t what should be focussed upon. It is the lifestyle that comes with being 10 kilograms lighter that is the real desired outcome upon which you should be focussed.

It is defining what they really want that people find difficult to do. Understanding why you want to be 10 kilograms lighter and why that is important to you are the keys to understanding what it is you really desire.

Focussing on the types of activities that you want to be able to do and visualising yourself doing them is far more powerful than focussing on a number. Dewitt Jones, acclaimed National Geographic photographer and an expert on the power of vision explains that the big visions in life shouldn’t be too focussed, too tight. Rather, they should be both clear enough, yet loose enough to leave open a thousand possibilities to bring them into reality.

In terms of a whole of life perspective focussing on losing 10 kilograms is too tight a vision. Focussing on being able to play with your children or grandchildren, being able to participate in a hiking holiday, or dance with your friends are loose visions that have a multitude of opportunities to bring them into reality.

Losing weight may be a strategy that is required to enable you to keep the possibilities alive for you to bring your vision into reality. It is at this point that focussing not only on losing weight but on creating a new lifestyle where you can maintain the weight loss becomes critical. At this level of personal planning you become more focussed on your goals and you take specific actions to achieve them. Such as engaging a personal trainer and training four times per week. These are what Dewitt calls ‘tactical visions’ and are more detailed and specific.

How do you know if the future you are focussing on is what you want or is a strategy to achieve what you want?

The easiest way to approach this question is to reflect on the content of your vision once it has been created. You will discover that you have a mixture of statements that reflect both what you want and the strategies regarding your approach to achieve them.

For each statement in your vision statement ask yourself, “Why do I want this? What will this really look like once I have it? What will I be doing when I have this?” and keep asking this question for each answer that you arrive at, possibly up to five times in a row (this is known as the Five Whys Technique).

In a financial context people often suggest they they want to be rich or to have ‘x’ amount of dollars as part of their vision. Once again money is a strategy that enables you to do want you want to be able to do. Asking yourself, “Why do I want this money? What will I be doing with it?” can help to uncover what you really want and makes it so clear that taking the necessary steps to create the wealth you desire (legally, of course!) becomes more and more doable.

Why is it that people initially struggle with this challenge?
Having assisted more than 1,000 people establish their initial OTM Plan for Personal Success™ the facts are that less than 0.1% (that is less than ten) of those people had previously created a detailed or strategic plan plan for themselves. The reality for the vast majority of people is that creating a personal plan is something that they haven’t done before.

Like most things we do for the first time we are usually not very good at it the first time. This can be frustrating for adults because we like to think that we can quickly achieve an expert standard when we perform a new task, even though our experience has taught us that this isn’t really how we learn.

Learning to use iterative cycles when creating your plan for personal success enables you to more quickly establish a personal plan that both clearly articulates what you want and what you are going to do to achieve your vision. This means that you develop the skill to continually ask yourself, “Why do I want what I have just written? Why is that important to me?”

That said, having an initial plan is more powerful than not having one. David Ingvar’s ‘Memories of the Future’ research highlights the power of having a written plan. In this context having a plan is far more beneficial than not having one at all. If you create you plan and then become disciplined on reviewing it, say once every six to 12 months and also become disciplined at constantly challenging yourself to reflect on why you want what you want, you will, over time create plans that are even more powerful than your first plan. This is normal and part of the learning process that is associated with creating and living your plan for personal success.

Please visit here for more information on the options available for establishing an OTM Plan for Personal Success™.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com