Chapter title here   151    Quick Ideas     to   Inspire  Your StaffBy Jerry R. Wilson, CSP        Franklin Lakes, NJ     ...
151 Quick Ideas to ... fill in blank                 Copyright  2005 by Jerry R. WilsonAll rights reserved under the Pan-...
Chapter title here               ContentsForeword                                           9How to Use This Book         ...
151 Quick Ideas to ... fill in blank24.   Catalog and Use Those Tribal Stories       4225.   If You Have Time to Lean...  ...
Chapter title here50. Understanding the Role of Acceptance    in Motivating Others                          7651. The 3 Th...
151 Quick Ideas to ... fill in blank72.   Are You a Conformist?                     10473.   Sell Your Unique Strengths—No...
Chapter title here100.   Your ABCs and 1,000 Little Things         138101.   Green Is Growing; Red Is Rotting          140...
151 Quick Ideas to ... fill in blank127. If They Need a Raise, Fire the Boss      172128. Correct and Move On             ...
Chapter title here                       Foreword     Getting more done faster and with better results are theobjectives o...
151 Quick Ideas to Inspire Your Staff    As you read this book you will discover quick ideas from aman who speaks from exp...
Chapter title here           How to Use This Book     Every quick idea in this book has been selected to directlyor indire...
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1         Work on, Not in, Your Business     There’s one fact that can truly be labeled a blinding flash ofthe obvious if ...
151 Quick Ideas to Inspire Your Staff                            2               A Better Way to Think,                   ...
Quick Ideas 2 to 3                           Epilogue     Think outcomes, and you’ll soon find your organization  embracin...
151 Quick Ideas to Inspire Your Staffbold letters IASM (I Am Sold Myself) emblazoned across theirchests.     As she grew M...
Quick Ideas 3 to 5me and my ideas, and nowthat we are in bankruptcy              AssignmentI not only matter but youare wi...
151 Quick Ideas to Inspire Your Staff     The late W. Clement Stone became one of America’s firstbillionaires by inspiring...
Quick Ideas 5 to 6                            6                 The “Why” Is What                 Everyone Overlooks     Y...
151 Quick Ideas to Inspire Your Staffkeep up with the public’s demand for more Internet-based ser-vices, as well as more s...
Quick Ideas 6 to 7factor and driving force that went beyond money to inspire youto make that decision? What was the compel...
151 Quick Ideas to Inspire Your Staff                             8            Your Job: To Sell Again and                ...
Quick Ideas 8 to 9                          Epilogue         When you get sick and tired of the same message, your   staff...
151 Quick Ideas to Inspire Your Staff     For example, if you want to model best practices for op-erating multiple locatio...
Quick Ideas 9 to 11     Why must your commit-ment to customers come                   Assignmentfirst? If your focus is on...
151 Quick Ideas to Inspire Your Staff     Dennis, a Florida attorney, owned three small retail storesthat were just doing ...
Quick Ideas 11 to 12                        12                Be Demanding:             Setting Your Standards     “People...
151 Quick Ideas to Inspire Your Staff                         13                Turning Every Worker                     I...
Quick Ideas 13 to 14                          Epilogue      One deadly phrase all too prevalent in companies and  organiza...
151 Quick Ideas to Inspire Your Staffenvironment? What does your leadership expect of you as itrelates to attitude, honest...
Quick Ideas 14 to 15                    Assignment     One a 3 × 5 card list the issues and things that areproblems today ...
151 Quick Ideas to Inspire Your Staff                        16    Too Soon Old and Too Late Schmart    My grandfather was...
Quick Ideas 16 to 17                          Epilogue      The world belongs to the askers, who can make you look  good a...
151 Quick Ideas to Inspire Your Staffand caring, unselfishly served by her nuns, who she called herangels.    Her best quo...
Quick Ideas 17 to 19of which close on Sundays so their families can worship. Theydemonstrate their beliefs by putting asid...
151 Quick Ideas to Inspire Your StaffHe assembled everybody in the lunchroom and explained thatin an effort to revamp the ...
Quick Ideas 19 to 20                       20              Answer the WHY          Questions: Your Employees     When your...
151 Quick Ideas to Inspire Your Staff                           Epilogue      Growing people is not quick, easy, or withou...
Quick Ideas 20 to 21                   Assignment     On a 3 × 5 card, write out the word “ego” and thendraw a circle arou...
151 Quick Ideas to Inspire Your Staff                       22                  Own Their Head,                  Heart, an...
Quick Ideas 22 to 23                           Epilogue      Raise the bar and look for ways to get them “hook, line,  and...
151 Quick Ideas to Inspire Your StaffIt turned out to be a triple win. First, with Harry eager andready to use his newly p...
Quick Ideas 23 to 24when he learned the customer had additional needs that hewasn’t aware his company could also provide. ...
151 Quick Ideas to Inspire Your Staff                       25           If You Have Time to Lean...     One thing every m...
Quick Ideas 25 to 26                           Epilogue        Your peak workloads should be when there are no cus-   tome...
151 Quick Ideas to Inspire Your Staff                    Assignment    On a pair of 3 × 5 cards, write the following head-...
Quick Ideas 26 to 27                        27                   On Message:                Your Brand Promise      In yea...
151 Quick Ideas to Inspire Your Staff     Examples: Bounty is the “quicker picker-upper” and FedExis used “when it positiv...
Quick Ideas 27 to 29     What business are youreally in? If you say anything       Assignmentother than the people busi-  ...
151 Quick Ideas to Inspire Your Staff     One wise professor said that you will never understandpeople beyond a superficia...
Quick Ideas 29 to 30                      30            Nobody Notices Normal     In today’s over-communicated and clutter...
151 Quick Ideas to Inspire Your Staff                          Epilogue      Be forewarned that being too different can be...
Quick Ideas 30 to 32his new employer, a color booklet describing his new companyand its colorful history, some articles hi...
151 Quick Ideas to Inspire Your Staff    If you answered these three questions with yes, go ahead.If not, you haven’t done...
Quick Ideas 32 to 33                         33               The “Must” Checklist     Taking a new job is always going to...
151 Quick Ideas to Inspire Your Staff                            Epilogue       By taking a proactive approach with new em...
Quick Ideas 33 to 35to grow people. If you see training, learning, and resources tohelp your people as an investment that ...
151 Quick Ideas to Inspire Your Staff                                    failed in his chance. In other       Assignment  ...
Quick Ideas 35 to 36should be as much a part ofyour life as the ink pen, car            Assignmentkeys, and wallet.       ...
151 Quick Ideas to Inspire Your Staff                       37 Horses and People = Breeding and Past             Performan...
Quick Ideas 37 to 38Was it high-pressure, intense, or laid back? Did their culture fityours? All those things become impor...
151 Quick Ideas to Inspire Your Staff    Everything you do in the hiring process, from interviews tobackground checks, sho...
Quick Ideas 38 to 40     Reverse this. Set your                                          Assignmentgoal to be “the employe...
151 Quick Ideas to Inspire Your Staff     Ray was so excited about the company to which he hadgiven birth that every job i...
Quick Ideas 40 to 41                        41                  Invest in Yourself    The president of the Success Foundat...
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  1. 1. Chapter title here 151 Quick Ideas to Inspire Your StaffBy Jerry R. Wilson, CSP Franklin Lakes, NJ 1
  2. 2. 151 Quick Ideas to ... fill in blank Copyright  2005 by Jerry R. WilsonAll rights reserved under the Pan-American and InternationalCopyright Conventions. This book may not be reproduced, in wholeor in part, in any form or by any means electronic or mechanical,including photocopying, recording, or by any information storageand retrieval system now known or hereafter invented, without writtenpermission from the publisher, The Career Press. 151 Quick Ideas to Inspire Your Staff Edited by Jodi Brandon Typeset by Christopher Carolei Cover design by The Visual Group Printed in the U.S.A. by Book-mart PressTo order this title, please call toll-free 1-800-CAREER-1 (NJ and Canada:201-848-0310) to order using VISA or MasterCard, or for further informationon books from Career Press. The Career Press, Inc., 3 Tice Road, PO Box 687, Franklin Lakes, NJ 07417 www.careerpress.com Library of Congress Cataloging-in-Publication Data Wilson, Jerry R., 1944-2005 151 quick ideas to inspire your staff / by Jerry R. Wilson. p. cm. Includes index. ISBN 1-56414-829-7 paper 1. Employee motivation. I. Title: One hundred fifty one quickideas to inspire your staff. II. Title: One hundred and fifty one quickideas to inspire your staff. III. Title.HF5549.5.M63W56 2005658.314--dc22 2005052637 2
  3. 3. Chapter title here ContentsForeword 9How to Use This Book 11 1. Work on, Not in, Your Business 13 2. A Better Way to Think, Feel, and Act 14 3. IASM 15 4. We Care and You Matter 16 5. Your Job Is All About THEM 17 6. The “Why” Is What Everyone Overlooks 19 7. Creating Your Magnet Story 20 8. Your Job: To Sell Again and Again and Again 22 9. Steal, Don’t Invent, Your Success 2310. No Man Can Serve 2 Masters 2411. Teamwork 2512. Be Demanding: Setting Your Standards 2713. Turning Every Worker Into a CRM 2814. What We Expect of You 2915. Don’t Compete With Yourself 3016. Too Soon Old and Too Late Schmart 3217. Mother Teresa’s Advice 3318. 1-2-3 Is Your Job Description 3419. Answer the WHY Questions: Your Company 3520. Answer the WHY Questions: Your Employees 3721. How to Park Your Ego 3822. Own Their Head, Heart, and Soul 4023. Who Gets the Credit? 41 3
  4. 4. 151 Quick Ideas to ... fill in blank24. Catalog and Use Those Tribal Stories 4225. If You Have Time to Lean... 4426. Roadblocks and Resources 4527. On Message: Your Brand Promise 4728. A Blinding Flash: You Are in the People Business 4829. You Will NEVER Understand People 4930. Nobody Notices Normal 5131. Critical First Impressions 5232. Hire Winners and Fire Your Losers— But Do It Right 5333. The “Must” Checklist 5534. Invest in People 5635. A Chance to Take a Chance 5736. The 3 × 5 Card System Agenda Jogger 5837. Horses and People = Breeding and Past Performance 6038. Discrimination Is Alive and Well 6139. Be a Magnet and Attract the Best 6240. Hiring Smart Means Never Selling the Job 6341. Invest in Yourself 6542. Invest in Your Team 6643. Invest in Your Customers 6744. Give ’Em a Great Reputation 6845. Can We Be Friends? 6946. Protect Yourself From Workers With “Selective Memory” 7147. Why There Is No Such Thing as “Fair” in Managing and Motivating People 7248. 3 Types of Motivation 7449. My Job Is to Sell You—YES, YOU CAN! 75 4
  5. 5. Chapter title here50. Understanding the Role of Acceptance in Motivating Others 7651. The 3 Things That Will Create Instant Team Synergy 7752. Why Great Leaders Never Judge or Confront Their People 7953. It’s All About Outcomes, Stupid! 8054. The 1 Deadly Error Managers Make When Delivering Criticism 8155. CP1 = EN1 8256. Celebrate: Turn Little Times Into Big Ones 8357. One Word to Master: Leadership 8558. Courage vs. Conformity 8659. To Be Effective, Do More Than “Walk the Talk” 8760. Meeting Their Needs: Create a Salad Bar 8861. Positive Models: Your Way or the Highway 9062. Your Speed = Their Speed 9163. What Is Your Role in Inspiring People in a World of Negative Messages? 9264. Don’t Be a Know-It-All 9465. Shoveling Coal and 4 Crucial Questions 9566. Your Culture Is NOT a Democracy 9667. Rules vs. Guidelines: Know the Difference 9868. You Can’t Be Fired Unless… 9969. Kill the Snake! 10070. America’s Promise: Equal Rights 10271. ASK—It Is Easier to Stay Out of Trouble 103 5
  6. 6. 151 Quick Ideas to ... fill in blank72. Are You a Conformist? 10473. Sell Your Unique Strengths—No Layoffs 10674. Monkey See, Monkey Do 10775. Read Your Job Description 10876. Intentions Are as Important as Actions 10977. The 1 Thing You Must Do to Get Employees to Respect You 11078. The Man in the Mirror 11179. The H.E.L.M. Principle 11280. Integrity: When 2 People Know 11381. Mom, Sunday School, and a Grand Jury 11582. Faith, Failure, and Forgiveness 11683. Inside and Outside Listening Mechanisms 11784. Work ON, Not IN, Your Business 11885. Boss, Heal Thyself— For You Are the Problem 11986. It Won’t Get Better With Age 12187. Facelift, Extreme Makeover— Good Getting Better 12288. How Smart People Learn 12389. Chasing Symptoms 12490. You Must Know You Don’t Know 12691. Checklists Are a Must 12792. Zero Defections and Postmortems 12893. Consistency 12994. Your Hall of Fame 13195. Your Wall of Shame 13296. The Oxen Principle 13397. Satisfaction: The Kiss of Death! 13598. Correct Your Thinking = Retraining 13699. Keyoka 137 6
  7. 7. Chapter title here100. Your ABCs and 1,000 Little Things 138101. Green Is Growing; Red Is Rotting 140102. Teacher, Preacher, Coach, or Shrink? 141103. A Different Approach to Communication: Using “McMeetings” 142104. The Hidden Payoff in Training Events 144105. Uncle F.E.S.S. 145106. Do You Have Reasons—Or Excuses? 146107. What Is True Empowerment? 147108. MMFI 149109. Praise, Paper, and Criticism 150110. Feel the Fear 151111. They Don’t Know How Much You Care 152112. Forget Telling: Show Them You Love Them 153113. Friendly and Firm, But Is It Fair? 155114. Little p, Big E 156115. They Must Agree: A Willing Spirit 157116. The Magic Question: What Do You Think? 158117. How to Follow the “Wise Judge Principle” in Dealing With People 160118. Your Door Is Open 161119. Weasel Words 162120. A Family Affair 164121. Your Greatest Challenge: Egocentric 165122. The Only Thing That Works When People Are Off-Track 166123. Winston’s Wisdom: Your Best Is Not Enough 167124. Fringe Benefits 168125. Retention: Annual Revenues Stink 169126. You Should Be Arrested! 170 7
  8. 8. 151 Quick Ideas to ... fill in blank127. If They Need a Raise, Fire the Boss 172128. Correct and Move On 173129. Catch Them Being Good 174130. Focus on Behavior, Not People 175131. Get Mad 176132. Traditions 177133. I Care and You Matter to Me 179134. Caring and Sharing 180135. Old Chinese Wisdom 181136. Nothing to Hide; Hide Nothing 182137. Test Question: Am I Fairly Paid? 183138. Beware of the Seniority Trap 184139. Rank Has Its Privileges 185140. Want Loyalty? Get Yourself a Dog! 187141. Control Benefits Costs by Measuring and Monitoring P&L Creep 188142. Show Me the Money 189143. Behavior = Outcomes 190144. 1 More Time: Me to We 191145. Your Definition of Success 192146. Your Inspiration = Their Perspiration 194147. Technology Requires Investment 195148. Sort Ideas: Today, Tomorrow, and the Future 196149. How to Fire People and Have Them Say Thank You 197150. Applause: Your To-Done List 198151. Buy My Books and Use Them 200Index 201About the Author 207 8
  9. 9. Chapter title here Foreword Getting more done faster and with better results are theobjectives of corporations today around the world. What is itthat makes one company excel and another exist? It is thecompetitive edge—the edge that is found in Jerry Wilson’s151 Quick Ideas to Inspire Your Staff. Its practical, hard-hitting ideas and examples are both relevant and necessary inbusiness today. This is the book that will give you the edge. It’sthe book that you don’t want your competition to read! Jerry’s book offers a treasury of ideas that are immedi-ately usable, actionable, and profitable and that were forgedand proven on the battlefields of business competition. Through-out the book and in a variety of ways, Jerry delivers his coremessage again and again: “Your staff will be no better than thepeople you hire and the inspiration you give them.” Another of Jerry Wilson’s truths that underlies this book isabout why people do what they do: Inspiring people is about getting other people to do, what you want done, because they want to do it. Leadership is about creating the climate or culture wherepeople are inspired from the inside out. Inspired employeeswant to see their organization succeed, because it will alsolead them to their own personal successes. That is the win-ning formula: inspiring ordinary people to achieve extraordi-nary outcomes. 151 Quick Ideas to Inspire Your Staffprovides us with the winning strategies that lead employees tothat level of commitment. 9
  10. 10. 151 Quick Ideas to Inspire Your Staff As you read this book you will discover quick ideas from aman who speaks from experience, not theory. Jerry provedthese ideas in his own successful business ventures. In addi-tion, they have been tested and proven by thousands of busi-ness and professional people following Jerry’s professionalpresentations to audiences across the United States and Canada,and in numerous foreign countries. 151 Quick Ideas to Inspire Your Staff will recharge yourbattery and excite you, as Jerry has provided not only what todo, but also how to do it. You will be ready and able to inspireyour people to give their individual best. You will gain the propermindset, have the right tools, and be able to practice effectivetechniques from this treasure trove of good ideas. Jerry taughtthousands of people his enthusiastic, inspiring and authenticquick ideas to inspire others—and now it is your turn! Read thebook and watch your visions become reality. Thanks, Jerry!SteveHanesThe Dale Carnegie Course 10
  11. 11. Chapter title here How to Use This Book Every quick idea in this book has been selected to directlyor indirectly help you gain and retain customers, create rela-tionships, and build a successful business. Don’t try to implement all 151 ideas at once, because somewon’t be a good fit right now. Read through all 151 quick ideasand select only those that can really make a difference. Labelyour ideas: Implement now. Review again in 30 days. Pass the idea along to _________. Involve your staff in selecting and implementing these ideas,and don’t forget to give credit for their success! Invest in addi-tional copies of this book and distribute them among your staff.Get everyone involved in selecting and recommending variousquick ideas. Revisit this book every 90 days. As your business changes,you will find new quick ideas that might suit you better nowthat competition is heating up. Remember: All the ideas in this book have been proven inbusinesses across the United States and around the world. Theyhave worked for others and will work for you! 11
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  13. 13. 1 Work on, Not in, Your Business There’s one fact that can truly be labeled a blinding flash ofthe obvious if you’re sincere about improving your business. If youwait to have time, you’ll never get around to it. Some law of naturealways fills our agenda. Practicing kaizen and continuous improve-ment means you must make time to work on, not just in, yourbusiness. You will never have time if you don’t make the time. Jack was always too busy working to rethink marketing strat-egies and to be cultivating potential customers. No amount of plead-ing by his sales staff could get him away from operations. Hebelieved the company would always have a steady flow of work.When their largest customer defected to a competitor, Jack wasfaced with making a mad scramble to replace the work or befaced with laying off many of his quality workers that he would probably never get back. It’s easy to overlook Assignment needed improvement today, On a 3 × 5 card, posted and it’s almost certain you’ll above your desk somewhere look back in time and say, “I you will see it every time you wish I had…,” “I should sit down, write: “I will work have…,” and “Why didn’t on my business—and my I…?” as they’ll become team—today.” part of your conversation— part of the “coulda, woulda, shoulda” routine. Epilogue Procrastination robs us of a valuable commodity: time. Today is the day to begin improving and practicing kaizen. 13
  14. 14. 151 Quick Ideas to Inspire Your Staff 2 A Better Way to Think, Feel, and Act Kaizen is the Japanese word for the philosophy of dailyincremental improvement—the practice of each day findingsmall improvements that can add up to long-term quantum leapsfor improved quality, productivity, processes, and so forth. Forthis assignment we look for a quantum leap in the way youthink, feel, and act. When you listen to businesspeople discuss what is goingon with their jobs, their companies, or their leadership, you’llalmost always hear them talking about their activities. Whydo we constantly bat around this talk about our activities?Experts tell us it is largely because it gives us good feelings toknow we have been busy, and therefore we think and feel weare being productive. Can you find me even one prospect or customer Assignment who cares about the activi- On a 3 × 5 card in large ties, the busywork, and what bold letters write down: goes on inside your firm or “OUTCOMES!” Then be- organization? What do cus- low that bold word add the tomers care about? Out- following sentence: “Cus- comes, and what is in it for tomers want to know them. In other words, they W.I.I.F.T. ( what’s in it for couldn’t care less about your them)!” labor pains; they simply want you to show them the baby. 14
  15. 15. Quick Ideas 2 to 3 Epilogue Think outcomes, and you’ll soon find your organization embracing the practice of incremental daily improvement. 3 IASM It is said that life is a series of ongoing challenges inter-rupted by a periodic crisis. How true that has proven to be! It istrue that everyone in business faces setbacks, roadblocks, andbouts of occasional discouragement. Good leadership meanslearning to minimize those challenges and crises, but to alsodevelop an internal persistence to work through them. When Mary Kay Ashfounded Mary Kay Cosmet- Assignmentics, with little money and thechallenge of being an unex- On a 3 × 5 card write outpected widow, she needed a the top three things you aresecret weapon to persevere sold on as it relates to yourwith her dream of helping products and services, andothers succeed with her in how they benefit your custom-her startup cosmetics busi- ers. Use these key talkingness. Her answer was to points to continuously remindbecome so sold on her prod- yourself and your employeesucts and her unique business as to why you have the ini-opportunity that she and oth- tials IASM as top of mind.ers could visualize the big 15
  16. 16. 151 Quick Ideas to Inspire Your Staffbold letters IASM (I Am Sold Myself) emblazoned across theirchests. As she grew Mary Kay Cosmetics from a startup visioninto an international success story, she never gave up the beliefthat to overcome the challenges and crises that everyone faces,you must be absolutely sold on your products and services.Being absolutely, positively sold leads to the persistence andtenacity needed to persevere. Epilogue It is how you respond to what happens to you that will keep you going when others give up. 4 We Care and You Matter It is difficult if not impossible to find a business that doesn’tclaim to care about its people and to hear how much they matterto the organization’s success. They say it, they put it up on signsand banners, and they brag about how they care and their peoplematter to anyone who will listen. The problem is that to reallyinspire your staff means that you must both say it and live it. When a Minneapolis-based company was forced to reor-ganize under Chapter 11 bankruptcy, one of the new practicesthey thought would inspire their embattled staff was to offercash rewards for good ideas and suggestions. One of the firstto take advantage of the offer looked at his $50 suggestionreward check and asked a very telling question. Why, he asked,when you were going broke did you not seem to care about 16
  17. 17. Quick Ideas 3 to 5me and my ideas, and nowthat we are in bankruptcy AssignmentI not only matter but youare willing to pay me for On a 3 × 5 card, writemy ideas? Ouch! the word “ASK” again and Want a simple and mean- again. And below it add:ingful way to prove to your “People don’t care howpeople that you care and that much you know until theythey matter? Execute the know how much they care.”assignment at right and you’ll Then, routinely ask yournot only be rewarded with a people for suggestions—more inspired crew, you’ll and act on those suggestionsgain tons of great ideas and when you get them.feedback to help you growand improve. Epilogue You can shout you care from the rooftops and you can put up signs and banners about how much your people mat- ter, but what will inspire them is when you demonstrate it. 5 Your Job Is All About THEM Sometime over the years you have heard the great debateabout which came first: the chicken or the egg? A second de-bate has been which comes first: your customers or your staff?After much discussion, debate, and research, my vote is thatyour staff must come first if you want to grow beyond yourselfand to multiply yourself through other people. 17
  18. 18. 151 Quick Ideas to Inspire Your Staff The late W. Clement Stone became one of America’s firstbillionaires by inspiring hundreds and then thousands of salesand management people to join him in growing his CombinedInsurance Company into an industry giant. One of his key suc-cess methods was to live and breathe the principle that you willget what you want when you help enough other people getwhat they want. He served as a role model and inspiration for many busi-ness leaders as he reminded them that the only way to getpeople back on track when they lose their way is to go back totheir individual goals, dreams, and aspirations. Assignment On a 3 × 5 card write down the following intro- spective question to ask yourself about your people again and again: “Do I really know what each of my people wants as his or her individual benefit of being part of helping me build and grow this business?” Put this card at the start of a file section that will include cards on all of your employees. Epilogue Nothing can pay off more than knowing what your people want from you and their work, and then helping them achieve it. 18
  19. 19. Quick Ideas 5 to 6 6 The “Why” Is What Everyone Overlooks Young children are masters at asking the “why” question.In fact, many a parent has been driven to the edge of insanityas kids ask “why” in an effort to understand and deal with theirworld. Just because you are trying to inspire mostly “big people,”from perhaps teens to senior citizens, doesn’t mean inquiringminds have lost the need to know why. Consider the plight ofSue as her understaffed and Assignmentoverworked library stafffiled into the library confer- On a 3 × 5 card, writeence room for an unex- out a minimum of three an-plained but mandatory swers as to “why” you aremeeting. Sue was faced excited about the future ofwith telling her staff that your company and the oppor-they were about to endure a tunities for your staff to growyear of living hell as the and prosper with you. Thentown council had voted to begin incorporating suchnot only double the size of “why” dialogue to go alongthe library, but to renovate with the requests you ask ofand remodel the aging facil- your people.ity as well. With that announcement would come the reality that theyear ahead would be filled with noise, dirt, moving, hassles, andongoing upheavals too numerous to even think about. Fortunately, Sue was smart enough to focus her announce-ment on the “why” of the situation, rather than the challengesahead. As her crew learned why libraries had to change to 19
  20. 20. 151 Quick Ideas to Inspire Your Staffkeep up with the public’s demand for more Internet-based ser-vices, as well as more space for training and learning, theycaught Sue’s vision and were inspired to look to the future of abigger and better facility. Epilogue Become proactive in telling “why” when it is important, and watch your people respond with new vigor and inspiration. 7 Creating Your Magnet Story At some time in your life you have had the opportunityto see or use a magnet and to see what appears to be almostmagic as the magnet is attracted to metal. It may be assimple as those holding notes on your refrigerator door, oras big and complex as the giant magnet at the end of a craneboom that can lift huge piles of metal and scrap. Now, youneed such a magnet to attract and inspire people to join youand your company. Look at volunteer organizations and how people are not onlyattracted to serving, but how they do it for nothing and even paytheir own expenses. Why people volunteer and how so manyorganizations such as United Way and the American Red Crossattract people is the essence of this idea. Go back to the first day you founded your company, or theday you took over from someone else. What was the storybehind that decision that attracted you? What was the deciding 20
  21. 21. Quick Ideas 6 to 7factor and driving force that went beyond money to inspire youto make that decision? What was the compelling force that gotyou to take that leap of faith? Assignment On a 3 × 5 card write out the answers to these key questions: How does your company “directly” ben- efit others with your products and services? What personal story can you tell that shows why you feel good about what your com- pany does to make the world a better place? What is your magnet story about what you are doing to help others by solving prob- lems, improving things, and making others dreams come true? Epilogue Define your story in such a way that it will attract people the way a magnet does. 21
  22. 22. 151 Quick Ideas to Inspire Your Staff 8 Your Job: To Sell Again and Again and Again Advertisers measure the number of “repetitions” as thenumber of times they must reach you with the same messagein an effort to inspire you to buy their clients’ products andservices. Ad agencies know that just when you get sick andtired of seeing the same commercial over and over, they are getting to you and building “top of mind” for the prod- Assignment ucts and services they are At the top of a page of attempting to sell you. paper begin writing down all The same is true with the opportunities you have selling your workers on the and need in order to sell your merits of working for you. message again. From writ- You have to make impres- ten communications, to sion after impression to sell meetings, to daily conversa- them on the merits of your tions, you must realize a big company. One TV or ra- part of your job description dio ad is very unlikely to in- is to sell your own people. spire you to run out and buy Making a long list will help the latest and greatest new you keep it “top of mind product. Likewise, telling awareness.” Then, convert and selling your company the top 10 opportunities to a to your employees de- 3 × 5 card and post where mands selling your story you can see it every day to again and again and again. remind you to sell. 22
  23. 23. Quick Ideas 8 to 9 Epilogue When you get sick and tired of the same message, your staff is probably just beginning to get it. 9 Steal, Don’t Invent, Your Success Every successful leader needs a mental data bank of busi-ness principles, good ideas, and competitive strategies fromwhich to make good decisions to help them sort through themany choices facing them each day. One early choice to makeis whether you are going to be an inventor, pioneer, or thief. As Thomas Edison did, you can spend your days in pains-taking, expensive, and time-consuming experimentation. Youcan do trial and error and spend your career groping for an-swers, or you can join me instealing good ideas that work. Assignment Today the phrase bestpractices has become the On a 3 × 5 card capturebuzz in companies to seek this quote to review again andout the best ways and meth- again: “Find out what suc-ods for doing things and for cessful people do, do whatmaking decisions. Let me they do, and you too will besuggest you steal your best successful.”practices from proven suc-cessful people. Also, look outside your profession, occupation,or field for the best ones. 23
  24. 24. 151 Quick Ideas to Inspire Your Staff For example, if you want to model best practices for op-erating multiple locations, look to McDonalds. For cleanliness,UPS is the perfect model. For consistency, learn how FedExkeeps its promises of overnight delivery. The list can go onand on. Epilogue There are a ton of want-to-be and claim-to-be people who try to look successful. Limit your research to folks who have truly “been there and done that.” 10 No Man Can Serve Two Masters The Bible repeatedly points out that “no man can servetwo masters.” You know what that means biblically, but howshould you apply the lesson in business? Confucius said it an-other way: “Man who chases two rabbits, catches none.” Study successful Japanese companies, many of which havebeen around for hundreds of years, and you’ll find they havecommitted themselves to one master: serving the customer.Companies such as Toyota, Suzuki, and Yamaha know that thecustomer must come first and profits will follow. In fact, manyJapanese businesspeople practice the philosophy that profitsare the applause of happy customers. Examine how successful Japanese companies have movedinto areas thought sacred to American companies and, overtime, have kicked their butts. Probably the best example is howthey captured market share in auto sales by delivering on qual-ity, safety, and fuel economy. They put the customer first, andthe profits have followed. 24
  25. 25. Quick Ideas 9 to 11 Why must your commit-ment to customers come Assignmentfirst? If your focus is on prof- On a 3 × 5, card writeits and the bottom line, then out this reminder: “No manyour decision-making will can serve two masters. Foralso follow that model. Your me and my employees, we willfirst critical thinking will be serve customers first, fore-weighed through your bank most, and always.”account and may not bewhat is best to gain and re-tain customers. Epilogue Are you committed to serving one master: your customers? 11 Teamwork You need only look to the U.S. military to find the ultimatesuccessful model for implementing teamwork. After 200 yearsthe military knows what works, and teamwork is the only modelthe U.S. military will consider. You play on the team or you aregone. No discussions, no debates, and no verbal fistfights. Look at our elite fighting units, such the Navy Seals or theArmy Rangers, and you have your teamwork model. Thesespecial units live and breathe an “all for one and one for all”philosophy in everything they do. They know that anything lessis a waste of time and energy for getting things done. 25
  26. 26. 151 Quick Ideas to Inspire Your Staff Dennis, a Florida attorney, owned three small retail storesthat were just doing “okay.” Then he heard a quote about team-work that changed his total approach to business: “First youbuild the team, then the team builds the business.” From that day on, Dennis focused his efforts on selecting,training, inspiring and leading his team. Then he got out of theway and empowered the team to build the business. When hisfamily sold out to a larger company the team efforts had pro-pelled them from three “okay” stores to more than 500 storesand financial success beyond anyone’s wildest dreams. Assignment On a 3 × 5 card note these three guiding team- work principles: 1. Success is a team sport! 2. Teamwork means “Together Everyone Ac- complishes More.” 3. First you build the team, then the team builds the business. Epilogue For more guidance in creating teamwork and turning your business into a team sport, there is no better resource than studying the U.S. military. 26
  27. 27. Quick Ideas 11 to 12 12 Be Demanding: Setting Your Standards “People want to be told what to do and will do what theyare told.” That quote is an ever-present reminder that even asadults we need leadership, direction, and boundaries. And oneof the best things you can do for your team is to be a demand-ing boss. Not a boss that yells, screams, and dictates orders. Andno, not a boss who sees his workers as slaves, subjects, orpeople he or she can dump on. The best description of a de-manding boss is someone who lives “friendly but firm.” A“steady as she goes” leader guides and directs his or her grouptoward their best performance. Best performance comeswhen everyone understands what the standard for good per-formance is for your organization. Being a demanding bossmeans being specific withoutcompromise. For example, be Assignmentdemanding that you will an- On a 3 × 5 card noteswer the phone on or before your commitments: “I will bethe third ring. Your group will a demanding boss and livereturn all voice mail calls by 4 the friendly but firm principlep.m. You can be demanding for setting my standards.”that your group will under-promise and over-deliver. Epilogue Keep your friendly but firm compass on what is important to customers, and everything else will fall into place. 27
  28. 28. 151 Quick Ideas to Inspire Your Staff 13 Turning Every Worker Into a CRM Job descriptions are important, but most have a bad, if notfatal, flaw. By listing the common job description it provides anescape hole for employees to miss their responsibility in build-ing customer relationships and repeat business. If you are to-tally sold on the concept of serving and creating long-termcustomer relationships, then each and every person in your or-ganization should share in that commitment. When a visitor at Disney World watched a cast member,one of the performers, stop and pick up some litter and depositit in the trash can, she asked her tour guide how many custodi-ans they have. The answer: 45,000. And how many employeesare there at DisneyWorld? The same answer: 45,000. Every-one at Disney has a shared purpose in maintaining the park’s image. From the boiler room to the boardroom it is a Assignment sense of unity that makes the On 3 × 5 card write out Disney magic work. new job descriptions with Do all of your staff the title CRM—Customer members see themselves as Relationship Manager— part of the most important listed first. Under that, list thing you do—that is, creat- their other important titles, ing customer relationships? which comes second to the If so, great! If not, consider CRM issue. this important job of inspir- ing them to join you in this effort, just as Disney folkshave joined together to keep the park sparkling clean. Both jobdescriptions lead to repeat business. 28
  29. 29. Quick Ideas 13 to 14 Epilogue One deadly phrase all too prevalent in companies and organizations is “it’s not my job.” 14 What We Expect of You I can tell one thing about each and every one of your co-workers, employees, or associates: Each of them has manygood attributes, but one thing they can’t do is read your mind!They need you to tell them what you expect of them so theycan meet or exceed your expectations. Ever work for a boss or supervisor who didn’t tell youwhat to do and then criticized and chewed on you for not doingit? How about the boss who doles out orders the way an ArmyDrill Sergeant does but fails to tell you the outcome he or she wants and expects of you? Assignment How does it feel to attempt to do your work while play- On a 3 × 5 card write ing mind games with your out up to 10 things you ex- boss? pect of your employees in To be inspired at your doing their jobs. Then use work demands that you this list, titled “What I Ex- have a sense of satisfaction pect of You,” in your hir- and accomplishment. How ing, reviews, job postings, can you create that sense meetings, award ceremo- of well-being if manage- nies, and so forth. ment treats you like a mushroom to grow in a dark 29
  30. 30. 151 Quick Ideas to Inspire Your Staffenvironment? What does your leadership expect of you as itrelates to attitude, honesty, work ethic, productivity, integrity,teamwork, and such? Epilogue By putting your employee expectations in writing, you will be rewarded with a much happier, more productive, and incredibly more loyal workforce. 15 Don’t Compete With Yourself Who is your prime competition? It isn’t who you are aboutto name. My suggestion is that to recognize and deal with yournumber-one competitor, look in a mirror. It is probably you! Consider the plight of an insurance company that bought asimilar company, one of its competitors. The staff in the com-pany it purchased believed they were better at nearly every-thing they did and, when the new owners suggested changes,improvements, and attempts to standardize how the two com-panies would work together, the new company rebelled. It wasa daily battle of wills, politics, power, and personalities. If you and everyone in your company were doing every-thing you know, plan and want, your competition would benonexistent. If you consistently delivered your products andservices to exceed customer expectations every time theydealt with you, your competition wouldn’t have a chance. Ifevery person on your team was inspired to do his or her verybest every day in every way, how could your competition com-pete with you? Fact: you may well be your own number-onecompetitor. 30
  31. 31. Quick Ideas 14 to 15 Assignment One a 3 × 5 card list the issues and things that areproblems today that are distracting you and your workforcefrom giving 100 percent attention to your customers. Howare you shooting yourself in the foot? Where and how areyou creating your own problems, distractions, and workthat isn’t productive? Now gather your staff together and have them listwho they perceive to be your company’s competitors.Then use your list and this topic to introduce that you areyour own number-one competitor and that beginning im-mediately that is going to change. You are going to driveout those glitches, problems, and inconsistencies. Epilogue Make a vow to let your competitors be your competitorsand do everything you can to not be your own competition. 31
  32. 32. 151 Quick Ideas to Inspire Your Staff 16 Too Soon Old and Too Late Schmart My grandfather was an immigrant from Europe, and hisfavorite saying from the old country was “you will be too soonold and too late schmart.” The extra “ch” reflected his brokenEnglish, but his message was clear and concise. When it comes to inspiring people he firmly believed thatthe challenge was so great and the many situations one facesare so daunting that everyone needs to look to others for inputand direction. He was constantly reminding anyone who would listen that two heads are Assignment better than one, and that when we talk we only learn On a 3 × 5 card write what we already know. down my grandfathers fa- When we ask and listen, we vorite saying: “You will be learn and grow. too soon old and too late How many people do schmart.” Then accept my you work with, lunch with, go challenge of keeping that to church with, and encoun- card visible to remind you ter in your business life that to ask, ask, and ask some have and are willing to share more. In fact, make a com- their good ideas about inspir- mitment right now to ing people and leadership memorize this powerful strategies with you? Surely management tool: “What do dozens, and perhaps hun- you think I should do?” It dreds. And all you need to may be the most potent tool do is develop the habit of ask- a leader can develop! ing and listening! 32
  33. 33. Quick Ideas 16 to 17 Epilogue The world belongs to the askers, who can make you look good and inspire your troops! 17 Mother Teresa’s Advice Living a life of selfless service and helping others isn’teasy, but with practice and a commitment it can be done.The feelings you gain inhelping others are the bo- Assignmentnus payoff. However, oneperson described it as be- On a 3 × 5 card, recording more challenging than the last time someone—a cus-nailing Jell-O to a tree. tomer, perhaps—thanked you sincerely and personally for To guide you in doing a helping him or her. Date thebetter job in selfless service entry. Think about how youwe picked Mother Teresa as could get more of those en-a role model. In fact, she tries. Set out to get one entrycould be our inspiration num- a day—then two—then three.ber 1, number 2, and num- Start your employees doingber 3. She dedicated her this as well. Have them makesimple life to building her mis- their own cards. Remember:sions and to rescuing the sick the words thank you are theand dying from the streets of currency of helping people.Calcutta, India. Her goal Set an eventual goal of usingwas to allow people who up at least one 3 × 5 card perwere lost to die with dignity day recording these events.in an environment of love 33
  34. 34. 151 Quick Ideas to Inspire Your Staffand caring, unselfishly served by her nuns, who she called herangels. Her best quote to inspire us is this: “You will find yourselfwhen you lose yourself in service to mankind.” How wouldyou rate Mother Teresa’s commitment to serving? How wouldyou rate your commitment to serving and helping others? Areyou getting that second paycheck in those feelings that inspireyou and others on a daily basis? Epilogue Always remember that people whom you help today, will come back to you for more help tomorrow! 18 1-2-3 Is Your Job Description People who live their faith, values, and principles want towork with other people with the same commitment. GeneralNorman Schwarzkopf said, “People want to be lead by leaderswho have more integrity than they do.” Mary Kay Ash, founderof the Mary Kay Cosmetics empire, taught her 1-2-3 Systemfor living a life of meaning. First, she described herself as awoman of faith. Then she lived, taught, and preached to othersto follow her model, and her thousands of employees and salesassociates were constantly reminded of her commitment: Godfirst, family second, and job third. One good example of very successful companies that dem-onstrate their 1-2-3 approach is the chain of Hobby Lobbystores and the rapidly expanding Chick-Fil-A restaurants, both 34
  35. 35. Quick Ideas 17 to 19of which close on Sundays so their families can worship. Theydemonstrate their beliefs by putting aside sales, money, andprofits to live their philosophy. Assignment Do you have a 1-2-3 system? If not, develop one. On a 3 × 5 card, write down your first, sec- ond, and third priorities in life. Do they look right to you? If so, post them somewhere to remind you what they are. Then, communicate theses priorities to your team. They want to know you are principled and have priorities. Epilogue Apply Mary Kay’s 1-2-3 System in your life and you will be more inspired, and thus be able to better inspire others. 19 Answer the WHY Questions: Your Company When you were a child, perhaps 2, 3, or 4 years old, youhad one favorite question: WHY? It seems every child usesthe why question and often drives parents to near insanity. In-quiring minds want to know why. When Don, who is responsible for a Georgia manufactur-ing plant, was faced with temporarily laying off about 80 work-ers, his first decision was to go to the plant and tell them why. 35
  36. 36. 151 Quick Ideas to Inspire Your StaffHe assembled everybody in the lunchroom and explained thatin an effort to revamp the plant and make it more productive sothey could compete, they were going to need to shut down fora period about nine weeks, and thus about 80 people would belaid off. He went on to explain that it was part of the company’slong-range plan to provide better jobs and higher productivity,and thus be able to pay everyone more. He apologized for hav-ing to lay people off, and at the end of his briefing the peoplewho were about to be laid off applauded. Adults still want to know why but often have become toojaded or inhibited, or are afraid to ask. We lose those childlikeinhibitions of asking why. Assignment On a 3 × 5 card, write the statement: “Tell them why.” Review this card before making major decisions that will affect employees. Epilogue People want to know why about corporate policies and the direction of their work. And when you fill in that needed informa- tion you will be rewarded with people who are more excited, motivated, and inspired. 36
  37. 37. Quick Ideas 19 to 20 20 Answer the WHY Questions: Your Employees When your employees ask why they should be inspired tomake your company moresuccessful, your answershould always focus on one Assignmentsimple answer. By making On a 3 × 5 card, writethe company more success- down the following: “Con-ful, you can be more com- fidence = Experience,petitive and do a better job Knowledge, Success.”of gaining and retaining cus- Talk to your team abouttomers, which in turn allows these three elements ofyou the resources and the confidence, and alwaysopportunities to inspire, rec- making certain that you areognize, and better reward providing employees oppor-your workforce. tunities to gain experience When a major insurance and access to knowledgecompany wanted to grow, through training, and re-they knew it was imperative warding success publiclythat the entire company be and appropriately.staffed by competent em-ployees. They found that byanswering the why question, competence builds confidence. Thereare three major components to building confidence: 1. Experience. They go through the battles, mis- takes, and problems they face on a daily basis. 2. Knowledge. They inspire their employees to be a part of a lifelong learning experience. 3. Success. Nothing builds competence the way vic- tories and successful outcomes do. 37
  38. 38. 151 Quick Ideas to Inspire Your Staff Epilogue Growing people is not quick, easy, or without effort. You should start with the end result—that competence builds confidence—in mind. 21 How to Park Your Ego On several occasions in this book we’ll point out the needto get yourself out of the way and practice what many call“selfless service.” You already know that putting aside yourpersonal and selfish motives isn’t easy. Gary was a cut-from-the-cloth entrepreneur. He wasdriven, persistent, and relentless in his plan to make his retailstores a huge success and financial payoff. When I arrived toconsult with him the only thing he had been able to accom-plish was to really upset his workforce and to make himselfborderline insane. As I worked with Gary, the problem with his leadership styleleaped out of every sentence, every interaction, and every conver-sation with his workers. It was the deadly “I” message: I want youto do this. I want you to fix this. I want you to…. I, I, I. Hesounded like a 2- or 3-year-old we expect to be caught up inthe “I want” syndrome. What Gary had to do was rethink his leadership style andrealize that at the end of the day people do things for theirreasons, not yours. As Gary began to study and learn this im-portant truth he made a 3 × 5 card that I recommend you dupli-cate for your daily review. 38
  39. 39. Quick Ideas 20 to 21 Assignment On a 3 × 5 card, write out the word “ego” and thendraw a circle around it. Then place a left to right slashthrough the word “ego” at a 45-degree angle as wewould use to indicate no smoking. Each time you re-view that card, think about each of your people andwhat they want and need from you to do their jobswell. It will be different for each and every person, andthe list will change as people, situations, and needs getfilled and changed. Next, write down or memorize this quote: “The se-cret of leadership is to get other people to do what youwant done, because they want to do it.” Epilogue The secret is to park your ego and appeal to theirs. 39
  40. 40. 151 Quick Ideas to Inspire Your Staff 22 Own Their Head, Heart, and Soul Certainly you have heard the phrase “hook, line andsinker.” That truism probably came from fishing and draggingthat big one up on the bank. Your goal should be to “hook”your associates, employees, and management by capturingtheir heads, their hearts, and their souls. To make a connec-tion so deep and so profound that even thinking about defect-ing to another job with someone else presents extreme riskand a great, big helping of gut-wrenching guilt. A university study foundthat when you use logic and Assignmentfacts about your salary and On a 3 × 5 card, writebenefits, you connect with down some of the emotionalpeople’s intellect. They “hooks” that you could usefound that when you use with both employees andemotions and feelings you customers. Some of themconnect with their heart, but are simply emotional wins,to connect with their soul failures, and so on. ABCyou need to be more pro- Sports coined the phrasefound. You need to connect “the thrill of victory and thewith them on a personal agony of defeat.” Startlevel. The best way to do there.that is by adding storiesabout the positive experi-ences that they will enjoy from your customer relationships.Make everything you do targeted to hooking up with the soul.Your team needs to feel this way 24/7. 40
  41. 41. Quick Ideas 22 to 23 Epilogue Raise the bar and look for ways to get them “hook, line, and sinker,” or by their heads, hearts, and souls. 23 Who Gets the Credit? An important principle for inspiring people is to “give creditwhere credit is due.” Although that is easy to say, in practicemany people find they seem to lose a small piece of their soulswhen they put others in the spotlight. When Harry askedfor the opportunity to re- Assignmentwork a section of our On a 3 × 5 card, recordhigh-performance depart- this core principle for inspir-ment, it felt that I was giv- ing people: “There is no limiting away a member of the to what people can accom-family. That was my sa- plish if they don’t care whocred responsibility and the gets the credit.” Next, listmere thought that anyone some people and accomplish-else might invade my turf ments you need to recognizereally was a struggle. But for their accomplishments.his eagerness to try it, and Update this card as needed.my having to admit the Start today to teach yourselfarea needed an update to be better at sharing theand attention, got him a credit where credit is due.green light. Harry did an awesomejob. That department had never looked so good, and we nowhad a resident display expert available for our entire store. 41
  42. 42. 151 Quick Ideas to Inspire Your StaffIt turned out to be a triple win. First, with Harry eager andready to use his newly proven skills, I was free to focus onother things. Second, Harry had proven that, given the chance,we can do more than expected, and this was a lesson to hiscoworkers. Third, Harry’s self-confidence took a quantum leapand he was inspired from the inside out. Epilogue Learning the principle of “praising in public and cor- recting in private” may not come naturally or easy to you. But the payoff of having a crew who will climb tall buildings and tread across broken glass for you can only come from growing others. 24 Catalog and Use Those Tribal Stories Down through history we’ve used various methods to pre-serve and maintain important lessons and examples that can edu-cate and inspire others. One method used by Native AmericanIndians was story-telling, and some even carved totem poles asvisual records of some of their most important lessons to bepassed down to other tribe members. After completing a Cleveland workshop where the focuswas teaching the concept of probing and asking questions todetermine customers’ potential needs and sales opportunitiesby gaining a “mind picture” of what they were doing, one of theattendees immediately captured and used the technique. Whileservicing his first customer the day after the workshop, oneattendee turned an $8 sale into more than $400 in purchases 42
  43. 43. Quick Ideas 23 to 24when he learned the customer had additional needs that hewasn’t aware his company could also provide. This savvy businessmanager quickly turned Assignmentthis sales experience into a Start a file of 3 × 5 cardstribal story. First, he sent an with tribal stories of heroicse-mail to all employees tell- and situations where your staffing the story and bragging went “above and beyond” toabout this person. Then he serve, sell, and help custom-made some posters to go ers. Everyone loves and canup in their break rooms re- relate to stories, and they cancounting this heroic effort. act as a real tool to inspire andIn addition, he added amodule to their training pro- motivate others to action.gram so they could use thisvictory story again and again. He was determined to use thistribal story repeatedly as a powerful teaching tool. Epilogue Everyone needs heroes and heroic stories and, as you collect your library of successes among your tribe, you can begin to integrate them into your training, reminders, and examples to lead and inspire others. 43
  44. 44. 151 Quick Ideas to Inspire Your Staff 25 If You Have Time to Lean... One thing every manager must face is his or her role inmaking sure his or her people are as productive as possible,and that everyone contributes his or her best to the company’ssuccess. If you have people standing around with nothing to do,payroll cost is likely to break you. For most companies, payrollcost is their number-one expense and one of the few variablesthat can make or break acompany. Assignment Ray Kroc, founder ofMcDonalds, coined the say- Each day, post a shorting, “If you have time to list of things that need to belean, you have time to done on a 3 × 5 card in theclean.” In short, he knew event your people getthat keeping everyone caught up with their jobs.working and using their When there is an ever-spare time to keep every present list, no one can sayMcDonalds restaurant spot- they didn’t know whatlessly clean and sparkling needs to be done. Takewas necessity for the away their excuses with acompany’s success. new general duty list posted Can you afford to each and every day.have people standingaround looking out the win-dow waiting for the next phone call or customer contact? Tomaximize your success you need everyone making a contri-bution every hour of the day. Controlling payroll costs andmaximizing productivity of all your workers is job number onefor management. Take a cue from Ray Kroc. Make sureyour people are focused on making the most of their time andyour payroll expense. 44
  45. 45. Quick Ideas 25 to 26 Epilogue Your peak workloads should be when there are no cus- tomers waiting and the phones are quiet. Now is the time to get ready for that next surge of business. 26 Roadblocks and Resources Perhaps you thought this book was going to be all abouthow to inspire and motivate your employees. But it is reallyabout changing how you lead. It’s about helping you identifythe mistakes you have been making so you can move into anew style of operating. It is about taking on a new way ofthinking and acting so you can get the outcome you want. One savvy executive claims to think of himself as a Roto-Rooter man. He sees his employees as working in a long drain-ing tube, and his job is to flush out everything that clogs up theflow. If you don’t, you’re not adding real value. It is your team’sresponsibility to do your job with excellence. It is your job tocreate an environment that allows your people to be super-stars. You must do anything and everything you can to allowthem to do their jobs—to truly empower them. As long as obstacles and roadblocks are placed in the pathof employee success, you will have frustrated and unfulfilledemployees. Your job is to root out those roadblocks and smoothethe way. In addition, always look for resources your team needsfor success, but does not currently have. Find ways to gainthose resources. Then watch how fast employees succeed whenthey realize you are helping them succeed! 45
  46. 46. 151 Quick Ideas to Inspire Your Staff Assignment On a pair of 3 × 5 cards, write the following head-ings: “Roadblocks” and “Resources.” Discuss inter-nal processes with your team to discover whatroadblocks they routinely encounter and what assetsor resources they need to be more effective and/orproductive. Record these on your two cards. Then,using the cards as your attack plan, work to removeobstacles and gain those resources. Set a goal of ac-complishing all of them within a reasonable period(perhaps a month). Celebrate with your team eachaccomplishment. Epilogue Your job is to remove the obstacles and give your peoplethe resources they need and inspire them to get the workdone. Then get out of their way! 46
  47. 47. Quick Ideas 26 to 27 27 On Message: Your Brand Promise In years past, businesses used terms such as differentia-tion, unique selling proposition, and niche to organize andplan how they would gain and retain market share. Then, ascompetition became more sophisticated and software helpedbusiness leaders better define their strategies, the need for de-veloping a brand identity became the voice of defining com-petitive market forces. When four young men Assignmentarrived at their class severalminutes late they told the On a 3 × 5 card, writeteacher they were late be- down your organization’scause their car had a flat tire. brand image and promiseThe teacher, wise to these (what you want your cus-stories, instructed each to tomers to think of you). Now,pull out a piece of paper and make every employee makewrite down which tire went a copy of that card and keepflat. Guess how many differ- it with them at all times. Quizent answers she received? them on it routinely. TheyThe challenge for every busi- help communicate yourness is to craft a memorable brand with every word to amessage and to make sure customer.every person is telling thesame story every time. You must not only define what sets you apart from thecompetition, but also “stay on message” to tell and sell it re-peatedly. The test is: “What does your brand promise and mes-sage mean in the mind of your customer?” This also helpsemployees more strongly identify with the organization. 47
  48. 48. 151 Quick Ideas to Inspire Your Staff Examples: Bounty is the “quicker picker-upper” and FedExis used “when it positively has to be there overnight.” Ask yourself if your Brand Promise: 1. Truly reflects who you are, what you do, and what the benefits to your customers are. 2. What your customers want and need from you. 3. What sets you apart from competition. Epilogue The goal is to promise what you will deliver and to deliver what you promise. 28 A Blinding Flash: You Are in the People Business Would you like to join a really exclusive, private, and little-known group of business leaders? An organization that per-haps only 5 percent of all businesspeople in the world everparticipate in? If so, here is your opportunity to join my “peoplebusiness” club. What business are you really in? When Matt first answeredthat question his answer was all too typical: He described thedozen locations his company occupied and their history in avery competitive retail service environment. But as he went onto describe their marginal profits and high employee turnoverproblems, the lights began to come on for Matt. He was reallyin the people business and just happened to provide the prod-ucts and services he was describing. 48
  49. 49. Quick Ideas 27 to 29 What business are youreally in? If you say anything Assignmentother than the people busi- On a 3 × 5 card, writeness, listen to the words of the following: “I am in theLee Iacocca, the executive people business. My busi-who saved Chrysler Corpo- ness is about people helpingration from disaster: “We are people.” Review this cardin the people business. We once every day and beforebuild our cars and trucks for every hiring decision.people. We work withpeople, we communicatewith people, and we sell topeople. If someone working for me isn’t good with people, theyprobably won’t make it at Chrysler!” Epilogue If you are going to spend your life in the people business— and you are—decide today to become an SOB (student of the business). 29 You Will NEVER Understand People Every time you take the wrong road you’ll end up in thewrong place. One of the most dangerous roads that leaderstake is trying to truly understand what motivates and inspirespeople deep down inside. We must realize that everyone wasmade different. We are unique individuals, from our DNA tothe hairs on our heads. 49
  50. 50. 151 Quick Ideas to Inspire Your Staff One wise professor said that you will never understandpeople beyond a superficial level. Unless you are a psycholo-gist and have them lay on the couch, you can only watch theiractions, their behavior, and the results that they get, but youwill never be able to read their minds. His favorite quote was,“You must accept people as they are, not as you want them tobe.” Have you ever watched someone who seemed to behappy and suddenly he quits his job, dumps his spouse, or totally changes his life and you can’t understand it? We Assignment will never understand On a set of 3 × 5 cards people beyond a superficial (one per employee), write level. down, as best you can, what So what does this you think will motivate that mean for motivating employee best. Modify each people? It means you must card as you learn more about take them at face value and them. Then, refer to these judge by what you see, and cards as you work with each you must understand that employee to get the most every employee is different, from him or her. motivated by different im- pulses, ideas, and emotions. Epilogue Instead of getting frustrated and confused by the differ- ences you witness in your people, step back and see and appreciate them for their uniqueness, their differences, and what inspires them. 50
  51. 51. Quick Ideas 29 to 30 30 Nobody Notices Normal In today’s over-communicated and cluttered world, being“normal” means you are in for a tough battle to get customersto notice and remember you. There are too many “normal”competitors on the landscape. To break through the normalmindset requires being “noticeably different” and at the sametime “comfortably familiar.” In Japan the last itemon a McDonalds menu Assignmentboard, after the normalburgers, fries, and bever- On a 3 × 5 card, recordages list, is “smiles - zero the “nobody notices normal”yen.” And as the sign says, mission statement of beingwhen McDonalds order- “noticably different” and attakers greet you, they do the same time “comfortablythe traditional Japanese familiar.” Begin with chal-bow, then they flash a gi- lenging your coworkers toant-sized smile and ask to identify and implement thingstake your order. Contrast that people will notice and re-that to all too many service member. Look at each andsituations today where you every interaction you haveare darn lucky if the clerk with customers as opportuni-even makes eye contact or ties to set yourself apart fromdoes anything more than competition. Find and imple-grunt. ment at least one idea a Look for the hundreds week. Reward the employeeof large and small ways you who developed the idea.can get people to notice and Record each idea.remember you by breakingwith tradition to be “noticeably different.” 51
  52. 52. 151 Quick Ideas to Inspire Your Staff Epilogue Be forewarned that being too different can be outside a customer’s comfort zone. 31 Critical First Impressions Study after study has proven that the first 30 to 90 days anew employee is with you is the most critical time period ofthat employee’s tenure. In fact, the first hours and days may bemore important than anyone knows. Here is a simple and ef-fective way you can inspire and impress upon a new hire thatyou care and they matter to you. When Brian said yes to joining a professional accountingfirm as his first job after college he was hopeful he had madethe right choice of employers. But he also was reminded ofnumerous past jobs that turned out to be disappointing as they related to the promises made to him during the in- Assignment terview and hiring process. Poll your coworkers and He was painfully reminded brainstorm what might be in that in nearly every case his your new-hire first impres- first impressions and first sions kit. You don’t have to days were disappointing. be an international company Imagine Brian’s sur- or a mega-employer to make prise when the day after those critical first impres- agreeing to join his new sions. Then create that kit and company a package arrived use it with every new hire. via overnight courier. Inside was a welcome letter from 52
  53. 53. Quick Ideas 30 to 32his new employer, a color booklet describing his new companyand its colorful history, some articles highlighting some of itsrecent notable accomplishments, and—the real winner—a nicecompany shirt complete with logo in Brian’s size and favoritecolor. He was confident he had made the right choice. Epilogue The critical issue of first impressions is to reinforce the principle that you care and they matter. 32 Hire Winners and Fire Your Losers—But Do It Right Look at the books, seminars, and research on hiring andfiring and you’ll find the vast majority, perhaps as much as80 percent, is targeted to the hiring process. Part of inspir-ing and leading people means that you will at times have tosay goodbye to people. Here is some valuable insight intothat gut-wrenching process. Dick, a seasoned business executive and consultant withgreat insight, made one critical observation about the firing pro-cess. He said that if you have any compassion at all, then firingsomeone is the most difficult any businessperson faces…andthat you are a jerk if you enjoy it. Enjoy it or not, here are somecautionary notes about letting someone go. When you fire someone you are sending a huge messageto any and all existing personnel. If in their minds the persondeserved being terminated, you are okay. If anyone thinks oth-erwise, you may have trouble. 53
  54. 54. 151 Quick Ideas to Inspire Your Staff If you answered these three questions with yes, go ahead.If not, you haven’t done enough yet. Assignment Write this lithium test on a 3 × 5 card before you fire: 1. Have we made it absolutely, positively, and unequivocally clear this person is going to be fired if he or she doesn’t respond to improve his or her performance? 2. Have we asked for this person’s help in cor- recting his or her sub-standard performance? You must get a yes, and he or she must have a willing spirit. 3. Have we offered our help to do our part in help- ing him or her? Epilogue Sometimes one can be faulted for trying too hard to sal- vage people and fire too late. Cut the dead wood. They are holding you and your team back. 54
  55. 55. Quick Ideas 32 to 33 33 The “Must” Checklist Taking a new job is always going to generate some anxiety,which is an outward expression of fear. The more you can dofrom day one to reduce that anxiety and make a new personfeel safe, the quicker he or she will settle in and be inspired todo a good job. One California company developed what it called the“Must” Checklist. What that really stood for was things a newemployee must know to beable to function properly, getalong with other people, and Assignmentknow what to do from the On some 3 × 5 cards,first day he or she joined the make a “Must” Checklist forcompany. That checklist cov- the things you believe a newered everything from where hire must know to be suc-to park your car to how to cessful in your company.find the bathrooms. It re- Use that checklist every timeviewed work hours, break someone comes to work,times, lunch arrangements, and the payoff will be anand when payday is. Every employee who is motivated,new hire received an orga- feels safe, and inspired to benizational chart and was part of your team.talked to about the chain ofcommand. The list dealt with who to ask when you have a question ora problem and went through every must bit of information thatthey could brainstorm. When a new hire came in, he or shesimply started down the list, and by the end of the first day thatperson was well oriented—probably knowing more about thatcompany than one learns in the first 60 days going to workelsewhere. 55
  56. 56. 151 Quick Ideas to Inspire Your Staff Epilogue By taking a proactive approach with new employees, you will overcome their fear to ask. 34 Invest in People Two important words in the English language can deter-mine if you are going to grow people and give them the oppor-tunity to maximize their individual abilities, or take the traditionalpath of just getting by and tolerating less than spectacular per- formance: cost and invest. When Sharon was in- Assignment vited by her boss to attend a Effective today, be care- three-day nursing confer- ful about how you label what ence in a distant city she you spend on growing was flattered and thrilled. people. When you discuss Though the thoughts of get- anything regarding education, ting some time off, an air- training, and resources for plane trip, and enjoying a your people be clear to let motel and the free food were them know you are making nice, the real impact was that her boss valued her an investment in them. Re- view your individual 3 × 5 enough to invest in her and cards on each employee (and her continued education. what motivates them). Write If you see training, learn- down how you will invest in ing, and resources to help them during the coming year. your people as an expense, you’ll probably be too cheap 56
  57. 57. Quick Ideas 33 to 35to grow people. If you see training, learning, and resources tohelp your people as an investment that can pay off in manyways, you’ll probably make those investments with a smile andget to experience people at their best. Epilogue One boss said he didn’t want to invest in his people because “they might get smart and quit.” His competitor added the alternative: What if they stay with you and remain ignorant? 35 A Chance to Take a Chance When an applicant says yes and joins your company ororganization, there is only one thing you can and should offerhim or her: an opportunity. Perhaps said another way, you aregiving them a chance to take a chance that they will succeed.Although you have the responsibility to provide the resources,the roadmap, and the opportunity, his or her real fate and futureare in his or her own hands. Responsibility means the choice tochoose your response. Choices. When Brian called Trent into the room, they had had twoprevious discussions about Trent’s failure to follow through onhis promises as a new employee. Brian asked him if he knewthe definition of responsibility. He said he thought he did, butwould like to hear Brian’s definition. Brian said responsibility isthe ability to choose your response, and he pointed out to Trentthat he had dropped the ball repeatedly and, therefore, wasleaving the company, but he wanted Trent to know that he had 57
  58. 58. 151 Quick Ideas to Inspire Your Staff failed in his chance. In other Assignment words, he had caused his Make sure your em- own demise with their com- ployee 3 × 5 cards list the pany. He committed suicide standards and expectations and was not murdered. you expect of each person on your team. Record the dates you counseled each. This makes it easier when it’s time for someone to go or when it’s time to reward someone. Epilogue You can’t make people successful! All you can do is cre- ate the atmosphere, give them the resources and leadership, and get out of their way, giving them a chance to take a chance. 36 The 3 × 5 Card System Agenda Jogger Nothing is less expensive that has a better chance of help-ing you be better at inspiring your people than my key manage-ment tool: the 3 × 5 index card. Available most anywhere andat a cost of well less than a penny, the index card can and 58
  59. 59. Quick Ideas 35 to 36should be as much a part ofyour life as the ink pen, car Assignmentkeys, and wallet. Instead of just forget- Consider Mike’s frustra- ting these problems, use ation as, in just one hour, he 3 × 5 card to jot down thosesaw employees failing to of- issues to address later, per-fer to help customers to their haps in a training meetingcars with their purchases, or one on one with theobserved another chitchat- people involved. Whereting with coworkers rather you keep this particular in-than paying attention to a dex card is not terribly im-customer, and another who portant, as long as it isfailed to give the company’s close by where you can jotnumber-one commercial: down a quick note, re-We want you back. All were minder, or thought for ac-noted on Mike’s 3 × 5 card tion at a later date. Butfor later attention. remember: A 3 × 5 card How many times each with no action taken is aday do you encounter a situ- waste of a 3 × 5 card.ation, or you observe some-thing that you would like done differently, but you lack the timeto address or it is too trivial to address at that moment? Epilogue Successful leadership is about effectively managing a few big things and 1,000 or more smaller but often critically im- portant little things. 59
  60. 60. 151 Quick Ideas to Inspire Your Staff 37 Horses and People = Breeding and Past Performance When selecting people, there are two key ingredients thatDr. Phil and most authorities will recommend you check verythoroughly. One is the past performance of the person you arethinking of hiring, and second is the environment in which he orshe has worked over the years with various companies thatwill determine attitude, work ethic, values, and principles. Thereis a common parallel with picking quality people and pickingracehorses. Timely Gift came from a Chicago racetrack where it hadan unparalleled record of winning. The horse came out of greatbreeding stock and, as I approached the play window, it wasclearly obvious this class horse could not be beaten by the othernags in the race. But be forewarned: Knowing past perfor-mance and breeding is no guarantee. My horse ran fourth, andit’s the last horse race on which I’ve ever bet money. I wouldrather take my chances and bet on people. As you explore and in- terview people, get a clear Assignment vision of what they have “Past performance and done in the past. Talk to breeding.” Write this on a them about their successes. 3 × 5 card. Use this card to Have them tell you the things prepare for any upcoming job they are proud of. Not interviews to help remind you hypotheticals, but real-world to get under the surface and stuff. Second, wrap yourself discover the “inner view” of around the atmosphere and each candidate. environment in which they have worked in the past. 60
  61. 61. Quick Ideas 37 to 38Was it high-pressure, intense, or laid back? Did their culture fityours? All those things become important. To be able to get an“inner view,” you need to know what’s inside. Epilogue You will be no better than the people you hire and the leadership you give them. 38 Discrimination Is Alive and Well Everyone does it! You do it, I do it, and the president of theUnited States does it. We discriminate against people. Eventhough there are numerousfederal, state, and local laws,regulations, and rules about Assignmentdiscriminating, everyone uses On a 3 × 5 card, writediscrimination when it comes down the three questions pro-to the goal of hiring the best vided here. Use this card dur-and avoiding the rest. ing your hiring process to make Robert Yates, one of the your best hiring decisions.great experts on hiring theright people, gives us threequestions to guide us when we discriminate as to who we willhire: 1. Is your applicant capable of doing the job? 2. Is your applicant willing to do the job? 3. Is your applicant manageable on the job? 61
  62. 62. 151 Quick Ideas to Inspire Your Staff Everything you do in the hiring process, from interviews tobackground checks, should be focused on answering these threequestions. And only if you get a solid yes in all three areasshould you go forward to offer a job to a potential candidate. Epilogue Even the best hire may not be a fit for your company. He or she may not fit with your culture, with your team, or with your way of doing business. 39 Be a Magnet and Attract the Best It is a proven fact that the best organizations earn theirreputation by offering the best products and services to thebest customers. This formula acts as a magnet, allowing themto attract the best workers. This truism has been proventhrough the ages across the entire spectrum of businessesand organizations. Doug, a young construction worker, was a bright star in aprofession often viewed as being staffed by crusty, rough, andtough workers with long hair, beards, and a chew of tobacco.His eagerness to do quality carpentry work was coupled with aclean-cut, sober, friendly, and trustworthy demeanor. Doug’s valuewas evident to employer after employer, without even lookingfor a job. He was propelled up the ladder from one company toanother and ultimately landed the construction job most of hispeers would kill for. The cream always rises to the top. 62
  63. 63. Quick Ideas 38 to 40 Reverse this. Set your Assignmentgoal to be “the employer”the best employees want to On a 3 × 5 card, list thework for, offering the best key attributes for becomingtraining, the best work situ- a “best” employer. Examineation, and the best pay and what you can do—perhapsbenefits possible. Sadly, most incrementally—to becomeemployers try to practice that best organization. Cre-offering the minimum they ate a plan based on the card.can get by with and normally Once you begin to achieveend up with less than spec- this status, then only hire thetacular workers. best. Epilogue It takes the best to attract the best, and the place to start is by being the best employer and inspiring the best people to your organization. 40 Hiring Smart Means Never Selling the Job Show me any employer who has interviewed to fill a joband chances are he or she has been guilty of selling the appli-cant on taking the job, instead of letting the applicant do theselling and convincing. All too often we spend most of the in-terview time talking about the job, the company, and not enoughtime really exploring the applicant’s qualifications for the job.Today, commit to flip-flopping those priorities. 63
  64. 64. 151 Quick Ideas to Inspire Your Staff Ray was so excited about the company to which he hadgiven birth that every job interview was predictable. Ray wouldget potential workers so excited and lathered up about joining histeam, he totally overlooked issues including qualifications, workethic, attitudes, and ability to really do the job. It took many yearsof making bad hires before he realized he had to fit the rightperson to the right job and that meant asking questions and doinga lot of listening. Assignment On a 3 × 5 card, write down this series of explor- atory questions to ask every job candidate. Use this card during every interview. Here are some examples: Tell me about one of your most significant successes on the job. What made it so sig- nificant? How did you accomplish it? Tell me about a major problem you handled recently. How was it resolved? By using personal examples, show me you can adapt to a wide variety of people, situa- tions and environments. Give me an example of an important goal you had set for yourself in the past and tell me how you reached that goal. Describe some times when you were not really pleased with your performance. What did you do about it? Epilogue If ever there is a time to put a governor on your mouth, it is during the interview process. 64
  65. 65. Quick Ideas 40 to 41 41 Invest in Yourself The president of the Success Foundation, the late KopKopmeyer, once sent me what appears to be a stock certificate(similar to what you would receive if you owned stock in a NewYork Stock Exchange company). It has a nice border around it,and the title is “Your Self Stock Certificate.” The text reads: This certifies that you own one million shares of stock in yourself. This is your certificate of confidence in yourself and your agreement to begin at once and constantly use 151 quick ideas to get whatever you want as a worthy life goal. The best investment you can make is in you. You can make more money or acquire more of whatever you want—by investing in You than in any other investment. Nobody buys stock in anything unless he or she has confidence in it because, in buying educational tools, you really bought stock in yourself. You have proven that you have confidence in yourself. Now that you havebought stock in yourself and Assignmentproven that you have confi-dence in yourself, you have Create your own stocktaken the first step in getting certificate and hang it onwhatever you want in life. the wall in your workspace. (“What, no 3 × 5 card?”) If you don’t take goodcare of you and invest inyour mental, spiritual, and physical self, you are worthless toanybody else. You are worthless to the ones you love; you areworthless to your spouse or significant other; and you are worth-less to your family, friends, and your team of workers. So when 65

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