MOTIVATION… THE LAST EXPECTANCY LINK!

EXPECTANCY THEORY offers one more linkage insight into why many people are not motivated in their job. The last of the three links or relationships is:

The Reward = Attractiveness relationship (How attractive is the reward?)

In this last relationship the individual’s personal judgments and personal goals come strongly into play. If you offer a promotion to someone who is looking for more intellectually challenging technical problems/opportunities the reward offered will be ineffective. More money may not be attractive to someone who craves more personal time to be with his or her family.

The key message this theory offers for effective leader/managers is that it demonstrates the need for leaders to have a sound understanding of an INDIVIDUALS goals and aspirations and their perceived linkage between effort and performance, performance and rewards and finally rewards and individual goal satisfaction.

THE OLD ‘LETS HAVE AND EMPLOYEE OF THE MONTH AND HAND OUT SOME RECOGNITION’ JUST DOES NOT WORK.

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STAFF MOTIVATION… ANOTHER LINKAGE PROBLEM!

EXPECTANCY THEORY offers (as I said previously) a number of insights into why many people are not motivated in their jobs. The “expectation” is based on an individual’s belief the their actions will be followed by a given outcome and particularly on the attractiveness of that outcome. The second linkage that the theory focus’s on is the:

Performance = Reward linkage (What is the reward?)

Many employees see the performance reward linkage as being very weak. This particularly occurs when the organization completes a performance appraisal then does something stupid like give an ACROSS THE BOARD, 5% SALARY INCREASE TO EVERYONE. Performance management (inspiration) is a process and needs to be a whole year ongoing effort which includes, vision sharing, personal development discussions, training, counselling and action planning as well as the annual performance appraisal.

TOO HARD… MAYBE GO AND FIND THAT BIG STICK… OR PERHAPS SOME CARROTS

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DIFFICULTY WITH STAFF MOTIVATION… IT COULD BE A LINKAGE PROBLEM!

EXPECTANCY THEORY proposes that an individual will act in a certain way based on the expectation that what they do will lead to, or will be linked to, a particular outcome. The motivation ‘value’ is also linked to how that person views the attractiveness of that outcome. The theory focus’s on three relationships:

The first of these is the… Effort = Performance linkage (How hard will I have to work?)

Looking at this proposition, if employees do not perceive themselves as competent (having the skills and knowledge they need) they may believe that no matter how much effort they exert they will not receive recognition as a top performer. Often this undesirable situation is reinforced by a performance appraisal system that takes into account such factors as loyalty, initiative, courage, third party perceptions on a person’s ability to be promoted and even the employees general presentation.

IF YOU NEED TO INSPIRE FOR TOP PERFORMANCE YOU NEED TO STRONGLY LINK EFFORT TO REWARDS

More on motivation next issue...

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LOOKING FOR LEADERS - TWO

A few more handy attributes to look for when selecting leaders…

- those that seem to make others feel good about themselves, the types that say, ‘he’s a good guy’ or ‘she’s a great help’ and that are comfortable paying compliments to others

- those that can sell the ‘no’ or a different point of view with tact and still maintain relationships by knowing what is common ground and strengthening that, rather than accentuating differences

- those that don’t bad mouth others or complain about workmates, ‘those idiots in accounting or the upstart pampered sales team’

- those that solve problems in imaginative ways and through negotiation rather than the ones that come to your office and say, ‘this is a cock up what do we do now’!

- those that listen and show they are listening

Not a complete list for sure, but not a bad start OR is it back to… “AH FRED WHO’S OUR MOST SENIOR ENGINEER?

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LOOKING FOR LEADERS - ONE

Yes we could make the best engineer the next manager/leader however what do we get… DOUBLE TROUBLE… WHY? … We lose our best engineer and often get a lousy manager! SO WHO DO WE LOOK FOR?

- those who regularly tell others what they are doing and the results they have achieved on behalf of the company. Yeah I know they can be seen as braggers but better this sort, than the ones who are mumbling about the problems at home or type of boat they are thinking of buying

- those that seem to be able get their workmates to help out when things need to get done, the characters that say ‘hey lets all come in on Saturday finish this off and we can go to the pub for lunch together after’

- those who are willing to be in the spotlight… you know… the types that volunteer to plan a company event or activity or that will give presentations to other employees

- those with a good network, they know ‘everybody,’ the sort of person you instinctively go to, to ask… do you know anyone that can get me a left handed widget for my ‘whats-it-thingo’

- those that finish tasks on time without sacrificing quality or wasting resources

LOOK OUT OF YOUR OFFICE DOOR THERE MUST BE SOMEONE OUT THERE LIKE THAT… NO… OOPS

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If entrepreneurial organisations need to be learning organizations (and they do)… WHAT DO LEARNING ORGANIZATIONS LOOK LIKE?

‘Management encourages a culture of exploration and risk taking and seeks ways to expose staff to new ideas and perspectives’; ‘A market action oriented philosophy drives company leaders and staff and there is a shared belief that he only reason a company has to exist is to serve a customer’; ‘They hire for all levels from outside the organisation and will often use outside consultants to bring a new perspective’; ‘Management actively promote job rotation and project teams to develop individuals and encourage active networking and collaboration with outsiders’; ‘They allow mistakes as part of learning (without recrimination) and they often openly reward healthy rule breaking and policy defiance’; ‘Individual’s knowledge sharing is promoted and rewarded and free access to information is provided across all levels’.

KEY ISSUE: Some years ago (when I was an ‘aussie’ financier), I was sent, to a five-week, live-in, management-training programme. On my return to work I had gained some insights on how to improve my area of responsibility. When I attempted to implement the changes the boss’s reaction was, ‘the way we are doing things now is just fine, we all feel like that after ‘the course’, you’ll get over it in a few weeks, just get on with the job’.

Many equate training people with being a learning organisation. Training people is imperative however the new skills and knowledge gained from the training must lead to a change in how the organisation operates. A change in the organization’s behaviour and implementation of new ways of doing things based on what has been learned (and shared) is the only true sign that you really are a learning organization.

IS YOUR ‘TRADITIONAL COMPANY’ GOING THE WAY OF THE AUSTRALIAN FINANCE INDUSTRY… (IT NO LONGER EXISTS)?

*Adapted in part from Mitch McCrimmon’s book ‘Unleash the Entrepreneur Within’

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A MAJOR KEY TO BEING ENTREPRENEURIAL - HOW WE LEARN

Traditional Learning (SINGLE LOOP)

Scanning, Sensing, Planning (THINK) >>> then >>>
Comparison to norms (DECIDE) >>> then >>>
Initiate action (ACT) >>> then >>>
Adjust (GET FEEDBACK) >>> then >>>
The process restarts with Scanning, Sensing, Planning (THINK) and so on.

Due to the ‘need for experimentation and speed’, entrepreneurial activity means less planning and more doing. I suggest the traditional learning model is no longer appropriate or effective.

Entrepreneurial Learning (EXPERIENTIAL-DOUBLE LOOP-ADJUSTED)

Scanning, Sensing, Acting (ACT) >>> then >>>
Reflect on what happened (FEEDBACK) >>> then >>>
Compare to norms (THINK QUICKLY), plus
2nd loop Question the norms (THINK QUICKLY) >>> then >>>
Adjust (DECIDE) and the process continues with,
Scanning, Sensing, Acting (ACT) and so on.

ARE YOUR KEY PLAYERS LEARNING FROM MARKET REALITIES OR ARE THEY STILL DOING FIVE YEAR PLANS BASED ON AN IRRELEVANT PAST…

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ENTREPENEURS ARE ACTIVE CONTINUOUS LEARNERS

If we are to capitalise on future business opportunities we need as leaders to be ‘entrepreneurial learners’!!! The old think, decide, act and asses (or plan, do, assess and adjust) single loop corporate learning cycles advocated in the past are no longer appropriate in modern learning organizations. The problem is that in the fast moving business climate of today too much time thinking and planning will mean short term windows of opportunity for new business will be gone (taken by others) before we have a chance implement our activities.

In addition to a change in the traditional learning model to be true entrepreneurial learners the time in which the cycle takes place needs to be much more rapid and based on trying new ways of doing things regardless of ‘right or wrong’ outcomes. The ‘6P’, PROPER PLANNING PREVENTS PITIFULLY POOR PERFORMANCE advocates and the idiot who said ‘DO IT RIGHT THE FIRST TIME’ at this stage would be calling for my head.

Learning Facts.

All learning takes place outside our comfort zone; Entrepreneurial learning is primarily experiential; Entrepreneurial learning means taking a risk; Learning is severely hampered by our paradigms; We can too easily become victims of our own past success; The rational learning model (traditional) expects us to decide if we like a new type of food without first tasting it; Truth is merely a perspective of reality; Reality is what we need to learn.

DECISIONS NEED TO BE REALITY BASED NOT TRUTH DRIVEN!

AT YOUR PLACE, DO THE MANAGERS CONFIRM THE OLD PARADIGM’S TRUTH… OR REPORT (AND LEARN FROM) THE CURRENT REALITY?

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THE DIFFERENCE BETWEEN MANAGERS AND ENTREPRENEURS

Managers manipulate what is, things and information to produce a result that is clearly specifiable in advance. Entrepreneurs try to create what isn’t by a lot of guesswork, improvisation and learning from mistakes. (Mitch McCrimmon)

ENTREPRENEURIAL FUNCTIONS

Organisational learning; Knowledge leadership; Creative ‘resourcing’; Providing flexible structures; Innovation; Visioning; Teamwork; Stimulating diversity.

ENTREPRENEURIAL CULTURE AND VALUES... PROGRESSIVE MANAGERS/LEADERS NEED TO...

Provide an atmosphere that promotes continual experimentation. Tolerate loose organisational structures and behaviour. Willingly hand over decision making to those with expertise in their field. Help risk takers and encourage those who fail as much as they celebrate those who win. See networking as more important than traditional lines of authority. Promote multi directional communication that crosses all responsibility levels. Allow leadership to change as situation demands in line with expertise required at any point. Easily change direction in response to market, technological or political influences. Constantly interact with customers, suppliers, and colleagues, in fact the total environment. Seek feedback from all experiences and sources and be highly responsive to new conditions/situations.

IS YOUR ORGANIZATION READY FOR A FUTURE IN THE MODERN BUSINESS CLIMATE WHERE WE ALL (IF THE PUNDITS ARE RIGHT), NEED TO BE MORE ENTREPRENEURIAL?

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SO WHAT IS AN ENTREPRENEUR?

DEFINITION OF AN ENTREPRENEUR

Someone with the ability and willingness to introduce NEW products or services, THAT SELL, to a market where those products or services where previously either unavailable or not desired. Obviously the emphasis is on doing something new in the market place. To stimulate the creative, risk-taking behaviour required for success in the future should be the primary role for us all if we are going to lead a successful organization into the future.

CHARACTERISTICS OF AN ENTREPRENEUR

Risk taker that can live with uncertainty; Adaptable to change and able to improvise; Can see how new innovations satisfy a market; Interested in effectiveness rather than efficiency; Either creative him/herself or able to utilise those who are; Has a desire to lead in his/her area of operation or market; A continuous learner willing to make and or tolerate mistakes; Flexible, willing to change direction as the circumstances dictate; Self possessed of a sense of urgency and stimulates that sense in others; Recognises his/her shortcomings and empowers others who compensate.

TAKE A LOOK AT YOUR MANAGERS… OUCH?!

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THE NEED TO BE MORE ENTREPRENEURIAL

The chief executive of a global leader in the telecommunications industry for whom I conduct training, recently stated that the most successful division in their organisation achieved its outstanding results because it’s ‘managers’ took an ‘entrepreneurial’ approach to business. He went on to say that all divisions of the organization would need to become more entrepreneurial if their organisation was to survive, let alone remain a leader.

One author of a book on entrepreneurship goes so far as to predict that mangers will all but disappear from organisations and be replaced by ‘leaders’ that are able to manage ever-increasing rates of change and be nimble enough to capture fleeting market opportunities.

Corporate Japan’s continuing troubles are thought buy many analysts to be the result of the fact that no further productivity increases can be found in what are already highly efficient production processes. Future productivity increases will only be achieved if Japan is able to find and grasp new and different opportunities rather than continue to do the ‘same things’ better. Japanese managers, to be honest, are not renowned for their creativity and willingness to change. Take a look at Japan’s banking industry and you will know what I mean.

If, as the growing evidence suggests, we all need more entrepreneurial ‘managers’, how many of these key players in the future success of our organisation understand what an entrepreneur is, let alone, know how to be entrepreneurial in their approach to work. Try this at your next management meeting, ask your managers to write down a definition of an entrepreneur, then (if my past experience is any guide) you will need to resist the temptation to leap out the nearest window.

SO WHAT IS AN ENTREPRENEUR… ?

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PEOPLE BUY BENEFITS NOT PRODUCTS!

How do we discover the real benefits of our product or service? The best way is to complete a FEATURES/ADVANTAGES/BENEFITS analysis.

The Concise Oxford Dictionary defines a feature as a - ‘distinctive or characteristic part of a thing’ and an advantage as a - ‘better position, superiority, favorable circumstances’. A benefit is defined as’ ‘do good to, receive benefit (by thing)’.

Product features should be fairly obvious to anyone selling their product for more than a few weeks. If you have staff that has been selling a product for some time and they don’t know its features you really should (no offence intended) advise them to change their profession. Acknowledging that some products are more complicated than others the fact remains we can’t sell what we don’t understand.

To start have your sales staff list down six to ten of the most important features of your best-understood product or service, (ask them just for fun). Then check that they only have features listed buy checking if what they have written qualifies under ‘The Concise Oxford’ definition above. Examples may be, it has two handles, it is conducted over 3 days, it has a 3-litre engine, it has river views, or it has a 1000-meg ‘Pentium’ chip.

Then have them give each of the features at least two advantages. In the Pentium chip example the advantages could be, faster processing, quicker programme loading, superior movie viewing or quicker web browsing.

The final step is to review the features and advantages in light of the definitions and turn the advantages into real customer benefits. To do this it is best to line the three headings up side-by-side and turn the three categories into a sentence joining them with the words (feature) “which means” (advantage) “which gives you” (benefit). An example is… this computer has a 1000-megahertz chip…‘which means’… faster file processing…‘which gives you’…an increased work output over a shorter time period. In the case of the two handled pot it could be ‘this pot has two handles which means it is better balanced when being carried improving your chance of getting from A to B with out spilling the contents.

ONLY BUY COMPLETING THE THREE STEPS WILL THE REAL BENEFIT BE FOUND.

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PEOPLE BUY FOR THEIR REASONS NOT OURS

If this is true (and it is), then it stands to reason that if we are going to make a sale to someone, we best find out his or her reasons for buying. One useful technique for doing this is to look at a useful motivation reference point that is common among many buyers. There is an old but useful benefit buying guide that can give salespeople at least a start in understanding a potential buyers basic motivations…

Buying Criteria Guide:

S - Security/Safety
P - Performance/Power
A - Availability/Appearance
C - Comfort/Class
E - Economy/Ecology
D - Dependability/Durability

These BENEFITS are often referred to as the SPACED benefits and with a little thought the criteria can be applied to all products and services. As an example if the prospect wants a fast car don’t try to sell a safe green one… or if a prospect wants a ‘cheap’ computer don’t waffle on about a Pentium sixteen with 50,000 meg of ram and a 45 inch screen…

DO THE SALES STAFF KNOW THE SPACED BENEFITS OF WHAT THEY SELL? IF NOT BEST INSERT A ROCKET WHERE IT WILL DO THE MOST GOOD…

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ANOTHER SALES QUESTIONING TIP…

TIP 4: Try to only ask questions that will get yes responses!!!!!

For example If you were in the training business and you asked a prospective participant of a training course, ‘have you filled out the nomination form I sent you yet’ (and they were not intending to come), you will evoke a NO response. Then if you follow with, ‘is the reason you’re not coming because you think the price is too expensive” you will most likely get another NO as few people will admit they cannot afford something. Then you might ask ‘if we offer a special discount’... NO, ‘will you change your mind if... NO’ and on it goes.

A more positive line of questioning would be...’Do you see improved effectiveness of your company as a key management responsibility’? The person you are talking to would have to be a very ‘hard nosed’ individual to say anything but YES (or a total idiot). Then perhaps, ‘do you, like most of us have a desire to get improved work results’… YES. ‘Are you as is the case with most successful managers often hampered by a lot to do and limited time’… YES. ’Do you think that a four hour time saving per week would benefit to you in your business’? Obviously… YES. Then…’if I could show you how this course can save you four hours a week or one day a fortnight, would you be interested in talking to me’? Once again you have a better chance for a YES and so it goes. If you start with a YES, you have more chance you have of finishing with a YES.


PRODUCT KNOWLEDGE IS VERY IMPORTANT...
PRODUCT OF THE PRODUCT KNOWLEDGE IS CRUCIAL

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OKAY RICHARD LAST POST YOU SAID ASK QUESTIONS… HOW DO I DO THAT!

TIP 1: Asking permission to ask questions will work 99% of the time.
A good start is to say… ‘In order to save you time and to ensure I fully understand your requirements, do you mind if I ask you a few questions’?

TIP 2: As a sales contact cannot be an interrogation, some polite a relationship building questions based on what you know about the prospect and his or her company are a wise start. How are you? How many people on your staff? How was your weekend? How long have you worked for XYZ? How’s your…whatever is appropriate….

TIP 3: Effective salespeople do their best (through research) to know what to ask to ensure that their questions will get the answers they want.
Example - Don’t ask about the last dealing the prospect had with your company without checking on the success or difficulties that have gone before.


OPEN QUESTIONS GET LONG EXPLANATIONS & CLOSED Q’s GET ONE WORD ANSWERS…

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THEY DON’T WANT TO BUY, SO THEY TELL A WHITE LIE!

Often prospective buyers will give false reasons for buying (or not buying) and if sales staff cannot get to a prospects real buying motive they may miss the sale. For example to justify the purchase of say a Mercedes Benz buyers may say, “the only reason I buy a ‘Merc’ is to keep the family safe”, however if this were true why not a 4 wheel drive or a Volvo, both of which are cheaper and arguably safer. If truth was always part of the buying process many Mercedes buyers would, I suggest own up to the desire for status.

As people by nature will not come straight out and tell salespeople what they want from a product or service, salespeople need to develop a technique to uncover the truth. Perhaps they could carry a gun or bottle of truth serum however this could hamper the sale at the closing stage. What can salespeople do to find out what the potential customer (or prospect) really wants? There is only one way... ASK QUESTIONS!

Good questioning technique is important (and powerful), as people are usually SKEPTICAL ABOUT WHAT THEY ARE TOLD but generally BELIEVE WHAT THEY SAY. So if salespeople ask the right questions they increase their chances of uncovering the prospects real desires or wants plus have the prospect believe that they are credible and that the salespersons product information or ‘sales’ claims are truthful.

DO YOUR SALES STAFF KNOW HOW TO ASK A CUSTOMER QUESTIONS TO MAKE A SALE OR DO THEY JUST PITCH PITCH PITCH?

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PEOPLE BUY WHAT THEY WANT, NOT WHAT THEY NEED!

A notably successful ad from the past shows a hung over man who takes an ‘Alka-Seltzer’ and walks away looking refreshed and invigorated. For salespeople the question should be what did the man buy. An ALKA-Seltzer many will reply. Those with a little better understanding may realize he bought the product of the product, relief from discomfort. This product of the product or PRINCIPLE BUYING MOTIVE is often referred to as the buying NEED. There is however a more powerful buying motive, even deeper than the need, that is the all-important... SECRET BUYING MOTIVE. This ‘secret’ is what the customer REALLY wants. The man in the ALKA-Seltzer needed relief but wanted to be able to feel good and get on with what he wanted to do or achieve.

Many will still argue that people only buy what they need… a question, how many TV’s do you have in your house… or how many pairs of shoes do you own? If shoes were invented for foot protection and we can only wear one pair at a time why do we all have so many pairs? Because we WANT... cool feet, fashionable feet, sporty feet, smart feet, corporate feet, golfing feet, formal feet, outfit coordinated feet, or in other words we are really buying social acceptance. In the case of TV’s, we may need to occupy the children or get away from the ‘what we watch argument’ with our spouse and still many will still say… I need a second TV, however, what they really want is the ability to take control of what they watch.

When salespeople understand that customer’s inner wants are far more powerful motivators than their perceived needs its…

“YES SIR, PRESS HARD, THE THIRD COPY”S YOURS”

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MORE NEGOTIATION TIPS – The Bare Minimum

If all of the previous tips are too hard at least:

Separate the people from the problem – stick to specifics and discuss only the facts of the situation, (personal attacks and attacking others beliefs and values will build a no win divide – it is almost impossible to change peoples beliefs).

Look at interests (REAL NEEDS), don’t argue over positions – e.g. don’t dwell on number of ‘nuclear inspectors’ as in the case some years ago that led to the failure between the US and USSR during their initial nuclear arms limitations negotiations, when each side’s real need was mutual transparency.

Create options for mutual gain – get all participants involved in an exercise to discover mutual needs and a range of possible solutions, (builds on the idea that you are allies or even a team trying to solve a mutual problem).

Get parties to use objective criteria to judge the validity of positions – keep away from opinions & perceptions, don’t allow distorted ideas about what is going on the cloud the reality, (find out real facts, precedents, industry norms, competitors conditions, factual business conditions, best practices).

STICKING TO OUR PRINCIPLES IS MINDLESS, SELF CENTERED AND A REFUGE FOR THE INEPT.

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MORE NEGOTIATION TIPS

Things that will help us mess up a negotiation

A negative attitude, assuming a winner & loser outcome, communication difficulties, becoming emotional, fear of assertiveness, a self-righteous attitude, lack of knowledge of the negotiation process, seeing the others as adversaries, lack of knowledge of tactics, fearing we will lose, lack of confidence, lack of patience, fear of confrontation and of course the big one… lack of persistence.

Things that will help us NOT mess up a negotiation

Developing a win-win strategy and attitude, learning to listen (not just hear), practicing emotional control, taking an objective rather than subjective approach, developing patience and appropriate timing, not fighting with our ‘opponent’, deciding what we can afford to lose, knowing what our alternatives are if minimums aren’t met (lifeboat), trying to build a relationship before we start to negotiate, (it is hard to be committed to a win-win if opponent is a total stranger), finding out common interests or goals so we feel comfortable in looking for a win-win.

CHURCHILL ON SUCCESS… ‘NEVER, NEVER, NEVER GIVE UP’

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EXCELLENT SERVICE IS A PHILOSOPHY, NOT A TECHNIQUE!

Does our company/department/staff take customer requirements very seriously? If we are to be truly customer focussed… no one is just doing a job, we are all satisfying customers. How long has it been since we have executed (metaphorically speaking) anyone for saying “its not my job”. Is our organization free of demarcation disputes? Do we have a total quality attitude to our work or is everybody working to rule.

Do we look at what we do from the customer’s point of view? How long has it been since we surveyed our customers; got feedback on how we are doing. (“Face-to-face” is best.) How much effort is really taken to make our customers feel important and respected? Try this… put a dollar coin in a jar every time you hear a phone sound for more than three rings and if the jar is too heavy to lift at the end of two months invest in some attitudinal changes in the corporate culture.

The latest wisdom suggests that partnering is the way to the future… do we show concern for our customer’s business requirements, communicate effectively our needs and demonstrate an understanding for theirs. Is there a follow-up system in place or do we just wait for complaints. When we get complaints do we conduct a ‘witch hunt’ or do we re-educate the staff to do it better next time.

DOES OUR ORGANIZATION PROFIT (LEARN) FROM OUR MISTAKES OR DO THEY JUST COST US CUSTOMERS?

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EXCELLENT SERVICE NEEDS TOTAL COMPANY COMMITMENT!

A strong customer focus at all organization levels is basic to success in providing excellent customer service. Customer focus by all employees versus, the all to common, ‘IT’S THE SALES DEPARTMENTS RESPONSIBILITY’ is essential to prevent ‘cock-ups’ at the external customer service level. We all need to realise that there are three types of customers for most of us to service… ‘internal’, ‘ultimate’ and ‘external’…

We all know our internal customers (don’t we)… these are any individuals that receive our work output. In most organizations we also have ultimate customers… these are guys/ladies at the sales/buyer interface… and of course we are all here to serve the external customers or those (if we are smart) we refer to as ‘king’!

So who are our customers then? Anyone for whom we do anything is our customer, whether it is directly from one hand to the next, or indirectly through others in the service chain. Therefore if we need a strong customer focus by our non-sales staff they will have to buy into the proposition that they need to work to serve the ultimate customer and their priority must be to do their job in such a way that it makes the job of the next person in line as easy as possible.

HOW DO THE STAFF IN PURCHASING, FINANCE, ACCOUNTING AND ADMINISTRATION SEE THEIR ROLES?

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HOW TO BEHAVE DURING A NEGOTIATION PART II

When it is our turn to present in a negotiation we should never make inflammatory accusations or become personal, we must try to create empathy for our situation by explaining our stance with facts rather than giving our perspective on their attitudes. They are entitled to their attitude regardless of how we feel about it.

It is wise always to encourage the parties to define a number of possible solutions, emphasizing both party benefits to be gained rather than starting a bargaining or trading process, which is not true negotiation. It is dangerous and foolish to go to our extreme position (i.e. if you don’t do this, I will or will not do that), rather we need to emphasize that we are looking for a mutual solution.

If the negotiation is stalled, (with the process still functioning) we need to try to resolve some less crucial issues to get the process re-started. If a deadlock occurs focus should be on ways to keep the negotiation moving by introducing discussions on how to continue the process rather than resolving the issues. It must always be a priority to stay in the process rather than letting the negotiation degenerate into an open dispute or walk out.

WE ALL NEGOTIATE CONSTANTLY, BARS, BEDROOMS OR BOARDROOMS… OR THE MIDDLE EAST… WINNERS ARE GRINNERS.

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HOW TO BEHAVE DURING A NEGOTIATION

From the start of any negotiation we need to be objective when outlining the issues and while doing so watch closely for non-verbal gestures in an attempt to gauge reaction. If the other side interject, be patient and ‘listen to learn’. Our primary aim at the early stages should be to identify areas of agreement or disagreement.

When the other party is speaking we should NEVER interrupt, listen and look carefully and see if you can gain some insights into their level of knowledge and see how confident, (or fearful) they are. We should be trying to see what they need or want from the negotiation or what is driving or motivating them.

Always focus on what is happening now and where we and they want to go in the future, never get into ‘the last time we met you said’, it is confrontational and a road to no where. At the outset take the initiative and ask the other party to define their current perspective on the issue, remember as in selling, the one who asks the questions controls the discussion.

NEGOTIATION IS ABOUT WIN – WIN, BARGAINING IS ABOUT WIN – LOSE!

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WHAT ARE THE PRIMARY FACTORS AFFECTING COMMUNICATION?

Individual differences, Cultural differences, Attitudes about the message or the other person, Stereotyping, Generalising, Beliefs, Values, Assumptions about what the other person knows, thinks, feels or has heard, Age, Sex, Perceptions, Expectations, Emotional state, Jargon, Differing verbal and non verbal signals, Pre-empting, Thinking about your perspective or answer or something you don’t understand, Lack of feedback, Bad questioning technique or not questioning at all, Inability to summarise, Environmental noise or visual distractions, Way in which the message is sent and of course the big one, OUR OWN LISTENING ABILITY.

To send messages more effectively we need to think about:

WHAT WE WANT TO COMMUNICATE: Organise our thoughts. Make a mental outline… (Know any people that never get to the point?) and state what we are communicating concisely in the appropriate order and at the appropriate pace.
WHEN TO SEND MESSAGE: Is this the right time? What frame of mind is receiver in? … Is the receiver going to listen or are they under stress or pressure from other situations they are dealing with?
WHERE TO GIVE MESSAGE: Is this the right place or are there a lot of distractions? Is more privacy required? (Your standing with colleagues and the boss says... This proposal has some serious flaws, in Para, 4.3.a. the etc., how much do you hear)
WHO IS THE RECEIVER: Their frame of reference, experience and needs… (Hi so you’ve just joined, I’m Fred from HRD, I look after MDP and HRM planning for Mobile, Fixed and MD338 production and this is Harry from finance he is our expert on DCF analysis controlling project analysis for our AXE customers)… HUH!
THE METHOD OF SENDING OUR MESSAGE: In person, by phone, letter, memo or a combination of methods… (Ever received a long set of instructions on your voice mail?)

WHY NOT GIVE YOURSELF A REALITY CHECK AND ASK YOUR COLLEAGUES HOW WELL YOU LISTEN ON A SCALE OF ONE TO TEN?

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WHAT IS COMMUNICATION?

The shared understanding of what has been transmitted…about what has been meant… successfully received… as confirmed by appropriate feedback… The key word is: UNDERSTANDING. Communication is not just telling someone something!

Communication is also… a series of ‘symbols’ translated into language and gestures by the sender, which are then deciphered as a new series of ‘symbols’ by the receiver! … HUH! Example – It’s 3pm on your first day at work whilst hammering a nail into a piece wood your boss says to you, “you work like lightening”, aha you think the boss is happy I’m quick at this job, “thank you boss for the compliment” (you say), “compliment” says the boss “I’m telling you your hopeless, like lightning you never strike in the same place twice”

So what’s the problem? The most commonly used 2000 words in the English language can produce 14,000 possible interpretations. Because those with whom we speak constantly interpret rather than truly listen… our real meaning is often lost.

To be a good communicator we need to test to see if our message has been understood as we intended by asking the ‘receiver’ to explain what we have said or what we have asked for… in their own words.

TALK IS CHEAP, SOUND COMMUNICATION IS A KEY TO SUCCESS.

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PRE-NEGOTIATION TIPS – MEMORY JOGGERS 2

Once we analyse and decide where each party stands before a negotiation starts we should document each party’s goals, attitudes, limitations and the known or likely opening stance of each side… i.e. the current state of play.

This done, we need to develop a negotiation strategy by: -

Listing possible solutions for the ‘other side’, their repercussions for both parties and define possible areas of agreement plus the underlying mutual needs or common ground.

Preparing a list of fair operating procedures defining ‘how we deal with each other’ i.e. values, ethics, acceptable expertise and from whom, legal practices, standards etc.

Determining the impact of limitations, what ‘THEY’ may realistically be able to accept, deadlines, the power of the negotiating team to make decisions and any political situation. Try define their perspective on the negotiation i.e. what is their real problem and how do they view our position and attitude. List alternative actions that may provide some basis for continuation or a partial agreement or an, ‘if all else fails option’, (sometimes referred to as a lifeboat).

Planning ways to neutralise negatives or bias to the situation or negotiating parties such as, this customer is greedy, unionists are troublemakers or management is anti-worker that will hinder the process or willingness to listen.

Lastly we should practice, perhaps by role-playing both sides to find weaknesses in our arguments or approach.

TELLING RATHER THAN SELLING… CAN END UP IN YELLING!

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PRE-NEGOTIATION TIPS – MEMORY JOGGERS

We all negotiate, all of the time, so best understand how it all works! A good start is to realise that negotiations move in stages and then know what to do at each stage.

Before we negotiate we should as a minimum decide what are: -

Both parties desired outcomes or ‘real’ goals. I say ‘real’ goals as often ‘demands’ can be used to hide true desires. Obviously understanding both parties’ goals is essential if win-win’s are sought. As part of our analysis we should also document the minimum outcome we believe each party is likely to accept and these ‘minimums’ consequences.

Define and write down our opening stance and we should gather all we can on theirs. If we can’t fully understand where both parties are commencing it will be difficult to get started and much time (and goodwill) can be lost.

Our and their limitations on what can be offered or given away. It is no good arguing over the sun if they (or you) only have only the moon the offer. Also time limits can be critical, if you have six weeks to invest and they have a number of months, pressure can be applied or resisted. Clinton pushed harder for a mid east peace settlement the closer he got to the end of his term, the Israelis seem to have limitless time and Arafat, well he is getting on. So best you know your and their deadlines.

Prepare for negative attitudes. We enter negotiations with preconceived ideas about the other ‘side’, as do they, about us. We need to analyse what each parties’ negative attitudes may be, remove ours and prepare for theirs.

ARE WE BEGINNING THE WAY WE MEAN TO CONTINUE… OR IS IT USUALLY… NAH JUST DIVE IN AND HOPE FOR THE BEST…

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POLARITIES OR DO WE NEED TWO HEADS - PART TWO

To continue with the two headed dilemma…!

MANAGEMENT is about: ORDER & CONSISTANCY… protecting the existing structure, systems, traditions and ‘the status quo’ V.’s LEADERSHIP, which is about: CREATING CHANGE… vision, direction, values and destruction of ‘the way we’ve always done it’

MANAGEMENT IS ABOUT: COMPETING… seeking the winning edge, overcoming those in the way & up the ‘ladder’ V.’s LEADERSHIP, WHICH IS ABOUT: COLLABORATING… showing love and respect for individuals and seeking win-win solutions

MANAGEMENT is about: DOING THINGS RIGHT… organising, setting the rules and seeing rules are followed, the inspector V.’s LEADERSHIP, which is about: DOING THE RIGHT THINGS by… developing trust and taking risks to ensure we meet our full potential

MANAGEMENT is about: INPUTS… amount, type & quality of resources, effective plant, staff & raw materials V.’s LEADERSHIP, which is about: OUTPUTS… the level and volume of satisfied customers we can create, the market

MANAGEMENT is about: MANAGING THINGS… operations focused, technical expertise & people as production inputs V.’s LEADERSHIP, which is about: LEADING PEOPLE… our charisma, socialised power, human relations, communication skills, inspiration & motivation

With the conflicting nature of these requirements how do we prepare managers/leaders to deal with these apparently opposing roles? If we send our managers off for leadership training we best be prepared to adjust our culture, abandon our hierarchy and flatten our organisational structure… or disaster approaches.

CONTROL FREAKS… PREPARE TO FAIL!

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WANT SUCCESS… BEST GRAB THE POWER…

WHAT IS IT?

Power can be defined as the ability of a person or group to influence the thoughts or behaviour of another person or group, so that he/she or they do something they would not otherwise do, assuming that the recipients of the power have some personal discretion over what they do’.

WHAT’S CRITICAL – MAINTAINING DEPENDENCY

The receiver’s relationship or dependency on the holder of power is only effective when the holder posses something that the receiver wants. The more dependant the receiver is the greater the power of the holder. Critical to dependency are; the importance of what is controlled, the scarcity of the resource and the potential for substitutes or alternatives. (i.e. jobs, chance of promotion, salary increase budget, staff resources, purchasing budgets and funds for R & D).

POINT - POWER CAN BE PERCEIVED AS PERSONALISED OR SOCIALISED.

Personalised power infers that only the POWER USER will benefit and if used a negative impact on the receivers will occur. Socialised use of power is when the receiver perceives both the power user AND THE RECEIVER will benefit and is more likely to gain acceptance and a positive outcome. IMPORTANT POINT - the recipient of power will always be the one who decides if the power user is using socialised or personalised power.

A POWERFUL LOT TO THINK ABOUT!

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FIVE TYPES OF POWER TO BE IN CONTROL AT WORK

POWER TYPE 1 - Legitimate, Authority, Position, Access to Formal Communication (THE BOSS IN ALL OF HIS OR HER VARIOUS POSITIONS OR FORMS)

POWER TYPE 2 - Expert, Knowledge, Technical Superiority, Communication Skill, Task or Job (THE M.I.S. MANAGER & THE HEAD OF ENGINEERING)

POWER TYPE 3 - Coercive, Fear, Take Away, Negative Control of Resources or Information (PURCHASING STAFF, FINANCIAL CONTROL & THE HR DIRECTOR)

POWER TYPE 4 - Referent, Personal Attractiveness, Relationship, Groups, Charisma, Sex (THE BOSS’S SECRETARY, THE TOP SALESPERSON, THE LOVELY YOUNG THING FROM PR AND THE OFFICE STUD)

POWER TYPE 5 - Reward, Positive Control of Resources or Information, Money, Benefits (THE BOSS, THE SUPERVISOR, PROJECT MANAGERS & MOST OF THE ABOVE)

To be truly ‘powerful’ all five groups should be used, reliance on one group will ultimately lead to loss of power i.e. authority can be withdrawn, knowledge becomes outdated, fear creates subversion, we all get old (and ugly) and our ability to reward can be hampered by the vagaries of the business climate and company edicts.

A LOT TO THINK ABOUT (AND DO) TO BE TRULY POWERFUL

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POLARITIES IN ORGANISATIONAL LIFE (DO WE NEED TWO HEADS)

Traditional management concerned itself with supervision; checking, delegating, controlling, inputs and ensuring staff did what they are told. Managers where seen as fitting along a style line between laissez-faire and autocratic, with the ideal supposedly near the middle as a democrat.

Today the issue is more complex and with an empowered workforce our style is less relevant and as managers need to become ‘more things’ to a more demanding workforce. The concept of managers needing to fulfil a leader role is prevalent. Some even argue managers are no longer required and it’s only leaders that will drive the companies of the future. This is fine in theory however corporate culture can take a long time to change and most managers are expected to fulfil the duel role. This creates inner conflict as the ideals of the two disciplines are at opposite ends of the spectrum.

MANAGEMENT is about: CONTROLLING…don’t leave the department, check what they’re up to, define competence requirements and ‘title and position give authority’ V.’s LEADERSHIP, which is about: FREEDOM…finding ways to encourage new ideas, creativity and initiative by letting ‘followers’ participate in a flexible situation where authority is shared.

MANAGEMENT is about: SURVIVING…dealing with short-term operational needs and processes whilst strictly controlling costs and watching the budget V.’s LEADERSHIP, which is about: GROWTH… to be achieved through identifying new (and possibly risky) ventures that could be the basis for future income (and perhaps losses)

MANAGEMENT is about: MANAGING… instructing, allocating, delegating, following up, organizing and directing V.’s LEADERSHIP, which is about: LEADING… inspiring, helping, encouraging teamwork, coaching, supporting and aligning

MANAGEMENT is about: ADMINISTRATING… overseeing activities, processes & individual tasks, control & supervision V.’s LEADERSHIP, which is about: PLANNING…seeking process improvement, implementing change, agreeing goals and empowering followers

DO YOU NEED LEADERS, MANAGERS… OR BOTH, TWO HEADS… ONE BODY?

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MOTIVATION PRINCIPLES AND WHY WE CAN’T MOTIVATE OTHERS

Points to consider:

All human motivation is basically selfish, i.e. people do things for their reasons not ours.

All people are motivated and they will continually move either towards or away from all propositions.

You cannot motivate other people because all motivation comes from within.

People’s motivation is constantly changing in response to their ever-changing personal priorities.

To utilize others motivation, find out what they want and why they want it and then convince them that you are their best chance of getting it.

MONEY IS NOT A MOTIVATOR, HOWEVER LACK OF MONEY IS A BIG DE-MOTIVATOR!

Worth a thought, MR HERZBERG?

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FOUR MORE HABITS FOR EFFECTIVE MANAGERS

HABIT 7: The 20/80 principle, 20% of our staff will produce 80% of our results... we should try to avoid the natural tendency to spend the bulk of our time ‘fixing’ our poor producers. Time is better spent supporting the top producers, who, because of their competence, are often left to their own devices (and can then feel unnoticed and unappreciated).

HABIT 8: View traditional company procedures as ‘a guide for the wise and as rules for fools’ In the current complex and fluid climate being flexible and adaptable, rather than rigidly following 'the system', means we may well benefit if we are prepared to modify ‘the rules’ and take a different course to the norm, (easily said but hard to do).

HABIT 9: When delegating agree (rather than set) deadlines… if we don’t agree a deadline we run the risk of getting a, ‘I haven’t had time yet’. By agreeing a deadline the other party has to be up front about their current workload and will have little or no excuse for not performing the task allotted.

HABIT 10: Check progress... confirm progress on tasks delegated to staff or assigned to colleagues. A good formula is to seek a report at ‘half time’ and in the ‘final quarter’.

HMMM… NOW WHERE DID I LEAVE THAT COMPANY PROCEDURES MANUAL…

Worth a thought, some practice and immediate adoption!

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OH NO… NOT ANOTHER STUPID MEETING

Before we call a meeting we should ask the following questions…

Can we achieve the desired result with a ring around or with just two people face to face? Is this meeting really just ‘disguised working’ or a ‘social event’? How long has it been since anyone asked why we have this meeting, has it become a ritual? Are the decision makers attending or are substitutes sitting in? Do the loudest always win? Is that idiot with the mobile phone going to be there? Has this meeting become a forum for show offs and politicians? Is there an agenda and are minutes distributed? Do we make decisions and did anything happen as a result of the last meeting?

And remember…

If one person is late and keeps six other highly paid executives waiting ten minutes… one hour of productive (and expensive) time is lost.

And also remember…

Most managers think [if not say] that they spend too much time in unproductive time wasting… stupid bloody meetings… pardon my profanity.

ARE ALL THE MEETINGS IN YOUR DIARY… R-E-A-L-L-Y… NECESSARY…?

Worth a thought or a meeting perhaps!

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THREE MORE HABITS FOR EFFECTIVE MANAGERS

HABIT 4: Before answering staff questions, ask them to suggest a solution to the problem... if staff are encouraged to offer their suggestions true mentoring/coaching can begin, plus it’s a good way to find new approaches to solving old problems.

HABIT 5: Allow staff to make and learn from mistakes, (within reason)... by allowing mistakes and then coaching to improve performance, ‘subordinates’ will be more willing to take responsibility. A common tendency to ridicule or ‘hit’ those who make mistakes is a major reason for the failure of many empowerment programs.

HABIT 6: Manage the in-tray using the “three pile” method, 1 ‘must do now’, 2 ‘not urgent but important’ and 3 ‘l will get to it next week’. Then assume there is no: 2 and place contents into 1 or 3... then bin the 3 pile, (or have it filed… if you must). Immediately take at least one positive step on each task in the 1 pile… respond, instruct, seek clarification, or delegate.

HABITS ARE LIKE RABBITS… PUT A COUPLE TOGETHER & THE EFFECTS MULTIPLY

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MOTIVATION, OFTEN TALKED ABOUT… LITTLE UNDERSTOOD!

A DEFINITION

“The emotional forces, wants, needs, urges or drive within us that influence our behaviour” or… ‘a willingness to exert varying levels of effort based on our perception that the level of effort will satisfy some individual craving’.

NEED WANTS URGES DEFINED (HOW IT ALL WORKS)

Needs, wants, urges (cravings), are feelings that make particular outcomes appear attractive. When a craving is not satisfied tension is created within, which in turn stimulates an urge or drive causing us to seek a solution to satisfy the craving and thus reduce our tension. This is similar to the craving a smoker experiences, particularly when trying to quit. Have you ever been enticed by the aroma of a chicken roasting, or meat sizzling on a BBQ, only to have your spouse say something like, ‘lets eat fish fingers and salad for dinner’? You might yield to the request but your tension level will have increased due to the unsatisfied craving for the chicken or BBQ’d meat.

WHAT THIS MEANS FOR LEADERS

Successful leaders understand that their followers are influenced by various states of tension and they are able to utilise the fact that when tension is increased the followers will exert higher levels of effort as they attempt to reduce their tension levels. Obviously in a work situation managers (as leaders) ideally need to ensure that the individuals’ cravings (needs & wants)… and efforts, are in harmony with organisational goals.

ANOTHER IMPORTANT POINT

Different perceptions of what motivates ‘subordinates’, according to the manager/leader versus those that are being managed/following have been proven in survey after survey over the decades. Still mangers seem to miss the point that time and a ‘subordinates’ personal and work situation is central to everything. Example: Young single employees in an expanding job market may respond to a stimulus of interesting work and public recognition today become engaged to the guy or girl next door and tomorrow their looking for a pay increase and a career path. Then they are pregnant… job security and a salary increase may for many then become a “craving”

AND THE THERE WAS MASLOW (I think)!

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MEETINGS CAN DRIVE YOU CRAZY

Many strange statements are made at meetings… here are a few to avoid…

I’m the boss! Why are we here? That’s a stupid idea! Listen to me… you don’t listen. I know you all agree, now just get on with it. He’s the expert we should do what he wants. What the &#%$ would your department know about this! It’s my call and that’s how it will be! Okay that’s enough; you don’t know what you’re talking about, now who’s next! How you feel is not important, just stick to the facts! You guys are just here to observe! Why do you keep disagreeing? Just to digress for a moment! Lets vote on it.

Or as Douglas McGregor put it (roughly)…

Effective Meetings…no tension, no boredom, everyone counts and contributes, no undue deference nor domination by the leader, understanding the goal with commitment by all, ensure relevance, disagreements are aired without ill feeling, criticism is constructive and freely given, consensus is sought, feelings are expressed as well as ideas and clear assignments are made…

and these are all “MUST HAVES”.

WHY NOT TAKE A CHECKLIST TO YOUR NEXT MEETING AND SEE HOW IT RANKS…

Worth a thought!

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THREE HABITS FOR EFFECTIVE MANAGERS

A few memory joggers to help business function a little more effectively:

HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In other words, effective managers don’t ‘forget’ about the task, they follow up to see the desired result is achieved.

HABIT 2: When instructing others confirm understanding by soliciting feedback... the worst three words ever spoken at work are, 'DO YOU UNDERSTAND', 99% of the time to save face the person will answer yes. We should ask the person being instructed to repeat the instructions in their own words to ensure our meaning has been understood.

HABIT 3: The 80/20 principle, 80% of business usually comes from 20% of our customers... wisdom suggests sales staff should be coached to focus 80% of their (and our) attention on the top 20% of the company’s customers.

WE DO ALL THIS DON’T WE… OF COURSE… AND SO DO OUR MANAGERS…

Worth a thought?

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