“So, how do you find out what they want?” asked Martin. “You know, sometimes I talk to them about stuff like this. Sometimes, I ask them what their goals are. And sometimes, they don’t have a clue.

“I know it’s important to get some alignment between what I want (or what the company wants) and what they want. But sometimes, I don’t think they know.”

“You are right,” I agreed. “Often, people don’t know what they want. Think about this, though. People want what they value.

“How important is it for you, as a manager, to find out what your individual team members value?”

Martin pondered a moment. “I am with you. It is important,” he replied. “But how do you find out about a person’s values when sometimes they don’t even know themselves?”

“Let’s start with the easy stuff,” I suggested. “What clues can you tell about a person simply from their appearance?”

“You mean, in terms of values?” Martin asked. I nodded. “Well, you can tell some things about a person by the way they dress. Attention to detail, neatness, or sloppiness.”

“I have an exercise for you, Martin. Remember, a person’s dress is only a clue, not absolute certainty. Nonetheless, I want you to make a list of your top three team members, and simply by the way they dress, write down some words that describe their positive attributes. I will meet you here tomorrow to talk about some other ways to determine values in other people.” -TF

Martin held his head in his hand. He squinted and looked at the ceiling. “Do you mean that all my attempts at motivation have been like hitting my head against a brick wall?” he asked.

I raised my eyebrows and shook my head affirmative. “People will only comply with what you want to do. They will commit to what they want to do. All you have to do is figure out the alignment between what you want and what they want.”

“So, I know what I want. How do I find out what they want?”

“Most times,” I replied, “all you have to do is ask. I know it sounds simple, but most managers never ask.” -TF

“You cannot motivate anyone to do anything,” I observed. Martin was stumped.

“But I thought that was part of my job,” he protested.

“You can think that all you want, but it is not possible,” I continued. I could see in Martin’s eyes that he was conflicted between what he thought and his real experience trying to motivate his team members.

“Well, you may be right,” he finally replied. “Sometimes it seems easy to get people to do what I want, but other times, it seems impossible.”

“When it seems easy, what do you think is going on?” I asked.

“When it seems easy, it’s like they already wanted to do it in the first place.” Martin paused. “It seems impossible when they didn’t ever want to do it.”

“So, it doesn’t seem to matter what you want, as the manager, or how badly you want it. The only thing that seems to matter is whether your team members want to do it?”

The lights were circling in Martin’s head. The whole time, as a manager, he had been looking at motivation as getting people to do something he wanted. His mind was beginning to change. -TF

“Yes, there’s more,” I responded. Emily and I had been talking about competence in the workplace. Our discussions had led us through stupidity, incompetence, competence and mastery. “Just because your team becomes competent, does not necessarily draw superior performance.”

“But you said incompetence was the reason for most failures in the workplace,” Emily protested.

“I said there were two factors that determined success or failure, and competence is one of the factors.”

“So, what is the other?” Emily asked.

“Necessity,” I replied. Emily sat back knowing she was in for another brain stretch. I smiled and she leaned forward ready to listen.

“Let’s say you had a team that was perfectly competent to perform at a high level, yet the results were lacking. What would you consider to be the problem?”

Emily thought briefly. “I would say, it’s probably attitude or motivation.”

“Consider that accomplishment, producing results, can be traced back to two factors, competence and necessity. If we know that competence is not the factor, how could necessity explain the shortfall?”

“Do you mean that people only do what they have to do?” she asked.

“Exactly. People only do what they have to do, to get what they want or to avoid what they don’t want,” I replied.

“So my people will only do what I want, if I make it necessary for them to do it?”

“If only we had that power,” I said. “We don’t get to make that decision for other people. Only you can make that decision in your life, to do what is necessary, to get what you want. The successful manager is the one who taps into that necessity.”

“But, I am not sure I know what my people want.”

“Even more important,” I interrupted, “Do you know what you want? As a manager, what do you want? As a manager, what are the things you have to do? These are not things you might like to do, or things that might make you a better manager. These are things that you have to do, to be the kind of manager you want to be. It is only when those things become necessary that those things will become ingrained into your personal discipline to make you who you are.

“As a manager, what is necessary? What do you have to do to be successful?” -TF

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Our next Management Program is scheduled to begin October 30 in Fort Lauderdale.
Session 1 – October 30, 2006 – 3:00-6:30p
Session 2 – November 2, 2006 – 3:00-6:30p
Session 3 – November 6, 2006 – 3:00-6:30p
Session 4 – November 13, 2006 – 3:00-6:30p
Thanksgiving Break
Session 5 – November 27, 2006 – 3:00-6:30p
Session 6 – December 4, 2006 – 3:00-6:30p
Visit www.workingmanagement.com

“So, knowing each team member’s name is not just a thing to do that seems nice?” I had been talking to Ernie about his team. Remembering names was serious business for Ernie.

“No, I mean, I am probably pleasant enough,” responded Ernie. “But being able to call someone by name gets their attention. I believe it actually changes the way they feel about themselves. And quite frankly, the way I feel about them has a lot less to do with their attitude than the way they feel about themselves.

“I can give my team a bunch of pep talks and motivational speeches, but nothing has the punch, nothing makes the connection more personal, than being able to call someone by name.”

“So, knowing each person by name must create a warm and fuzzy feeling some people never get at work,” I said. I had been talking to Ernie about his team pictures collage in his office.

Ernie laughed. “Oh, it’s way more than that. Some of that sensitivity training stuff they send us through, would have you believe that it’s only important to establish a friendly relationship and get people to like each other. Like I want to win a popularity contest or something. But here is the real payoff.

“When a new team member suddenly realizes that I know he exists, that I can recognize him by name. And that a couple of times a week, I might come over and sit down next to him and strike up a short conversation, something else happens. Sure he may feel warm and fuzzy, but he also knows that he cannot hide. He knows that his productivity is important. He knows if he performs, he will receive some appreciation. He knows if he doesn’t perform, I am going to call him on it. He knows he is not a faceless line worker, but that I value his contribution each and every day.”

It didn’t take me long to notice something interesting in Ernie’s office. Posted over the side of his credenza was a collage of pictures, each with a person’s name. It wasn’t just five or six pictures, more like thirty-five or forty.

“Quite a display,” I said.

“Yeah, that’s my team,” Ernie responded with a smile.

“All those people directly report to you?” I asked.

“No, I have six supervisors in the mix, but that’s my team, forty-six people. In fact, I have two new guys right here.” Ernie showed me two new pictures, each with their name captioned at the bottom. “When someone starts on my team, we take a digital picture and I photoshop their name at the bottom. I stick it up here on my board, so I get used to the face and the name together. I gotta tell you. I used to be really bad at names, so this is my cheat sheet.

“What I really like to do is, wait a couple of days after someone starts on the line. They probably haven’t seen me up close since their orientation. I walk over, sit down next to them and I am able to call them by name. This place is so big, most people expect that I don’t know they exist, much less know their name.

“Every couple of days, I drop by and do the same thing again. I cannot tell you how important it is to be able to call someone by name.”

I stepped down a short flight of stairs into the coffee shop. Small groups of people were huddled around an assortment of morning elixirs. This was definitely not Starbucks.

Gordon was already sitting at a table and I could tell he had done some thinking overnight. We had been talking about connecting the goals of the company with the unlikely topic of boats and fishing.

“I know I kind of laughed you off, yesterday,” Gordon started. “It sounded a little far fetched, but I started thinking about it and it began to make more sense.”

I poured some cream in my coffee. So far, I had not said a word.

“I remember a sales manager,” he continued. “Every Thursday morning, he would load up his two best salespeople and take them down to a boat dealer and they would spend an hour talking about boats. It was kinda funny, because the owner of the company found out and said the time would be better spent going over sales data and prospect lists.

“He didn’t press it though, because things began to happen, volume picked up, margins were holding. And every Thursday morning, the sales manager would take his guys down to the boat dealer.”

“Did anyone ever buy a boat?” I finally got a question into the conversation.

“Yeah, they all did.” Gordon laughed. “Well, except for the sales manager. Turns out, he didn’t care a thing about boats. I even asked him about it. He said the secret to being a manager is to always talk in terms of the other person’s interests.”

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Registration for our next sales program (www.workingsales.com) ends on Monday September 25. Registration for our next management program (www.workingmanagement.com) ends today Friday, September 22, 2006.