We are all leaders; in our families, churches, temples, lodges, clubs, businesses and fraternal organizations.

Have you ever heard of a Cult Manager? Yet where have we ever seen more loyalty, commitment and blind obedience? No such thing as a Religious Manager. There’s a huge difference between management and leadership. “Semantics”, you say. When I went to Hotel School I was taught how to be a Hotel Manager. I found that I had to become a Leader in order to gain the loyalty and commitment of my staff.

When I first arrived to work as a manager in a hotel in Rhodesia, now Zimbabwe, the staff did the usual hotel staff things to test me. The cashier would mix up the cash register, and see if I could sort out the problem. The night chefs would stay home, and see if I could handle the kitchen at night and prepare the breakfast. I had to prove myself.

How does a manager cope with that, as opposed to a leader? I was called in to a meeting of my management peers and they told me to fire a certain Functions Manager. He was a rebel and no good, they said. Lazy. Obstinate. Get rid of him! His name was Oral, I’ll never forget. I watched him at work. His staff of waiters would set up the conferences and do all the work perfectly while he sat outside, smoking. I called Oral into my office and fired him. Then I said, “Oral, I’ve done what everyone here wanted me to do. I fired you. Now, I’m rehiring you on my terms. Here are my terms: You can sit outside and smoke all day. You never have to enter the hotel. As long as the job gets done to my satisfaction, I’m happy. If not, we will talk. How’s that?” Oral beamed. He thanked me profusely. He was happy. He did a great job. I was happy. And one day he saved me from being badly beaten up. Oral, you see, was a natural leader. He understood leadership. Suffice is to say that after a while I had a loyal following instead of an obedient staff.

A leader understands that she is leading personalities with value systems, goals, fears, hopes and dreams. She knows that she can get people to work 24/7/365 when she pushes the right buttons. I once worked for a hotel owner for nine months with one day off in all that time. He was a true leader. Arthur Honey. He was Roger Bannister’s second when Roger Bannister broke the 3 minute mile. He could inspire, motivate and encourage people. He never ran, raised his voice or panicked.

When I was 17 I was drafted into the army. I saw what leadership was and I saw what psychopaths did. The psychopathic, racist South African army officers got people to do things by force. They achieved very little. The true leaders in the army got a lot more done, without fear, manipulation or force. They got soldiers volunteering for things. When your people are motivated and have a vision and a goal, they will achieve their goals and your goals together. Without pay, if necessary. Financial rewards and incentives are not the most powerful there are.

Here are some questions we should be asking the people we intend to lead:

1. What is your greatest fear and your greatest dream? Why is that your fear? Why is that your dream?

2. If you had a million dollars and lots of time and energy, what would you be doing right now?

3. What feelings do you want to experience, and what feelings do you want to avoid in your life?

4. What’s the best book/movie you ever read/saw?

5. What are you most proud of about yourself? What is you greatest skill? What do you do best?

6. What are you weakest at?

7. If you could have any job, what would it be, and why?

8. What is your greatest worry?

9. How do you feel about…?

10. What would you change about this business/organization?

Ask open ended questions; draw them out. “Tell me more? What do you mean by that, exactly? Why do you say that? And? Yes?”

The true leader knows that she has to know a lot about the people she wants to lead. She has to empathize and care. Show them how to measure their progress. She has to be sure that she treats them fairly and that there is a consistency about the way she leads. Regularity, honesty and consistency is important. And there must be clear guidelines, consequences and reasons for what happens. Everyone must understand why they are to do what they do, what the outcome is supposed to be, the consequences for failing to do the right thing and the BIG PICTURE. The vision, the overall strategy, should be understood by everyone concerned.

Most of all, each team member should know that, by reaching the company or organization’s goals, they will reach their personal goals as well. They should have a vested interest in the success of the venture. This is vitally important.

Mortimer Adler was quoted in Time Magazine in 1974 as saying, “In Aristotelian terms, the good leader must have ethos, pathos and logos. The ethos is his moral character, the source of his ability to persuade. The pathos is his ability to touch feelings, to move people emotionally. The logos is his ability to give reasons for an action, to move people intellectually.”

I hired my last secretary in a restaurant. She and her husband asked me for a Job Description. This was my answer: “Francesca, this is your job description. Whatever it takes, 24/7, total commitment and loyalty and total honesty. Whatever it takes. I will be as committed to you, as you are to me. Take it or leave it. What salary do you want?” She wanted $2,000 per month. I knew that she would settle for $1,800. So I offered her $2,500. I got a fantastic secretary and a very supportive husband. She left when I emigrated.

Very few managers know how to lead. It’s never too late to change. Leaders are firm, flexible, value-driven and honest. They have Magnificent Obsessions, driving goals and clear action plans. Their followers feel loved, secure, cared for and lucky. Together, we can do amazing things.

About Robin J. Elliott

For more than 19 years, Robin J. Elliott has worked with thousands of businesses in over 49 industries across the United States, Canada, and Africa. He specializes in helping small business entrepreneurs build wealth and gain access to new markets and profit centers through Joint Ventures. Through his Joint venture Seminars across North America he has thought thousands how to create increasing, multiple streams of income without cost or risk and very little time.

Get Robin J. Elliott’s FREE: “How To Grow Serious Wealth Using Joint Ventures” Mini-Course, and The Prophet of Profit e-Zine along with video blogs, world class articles, free video, and access to top Joint Venture Partners at http://www.jvwisdom.com

Using ultimatums like mandatory, must, and have to will create resistance in the workplace. People resist being made to do anything they feel isn’t worthwhile. Instead of forcing, try these five motivating tactics.

1. Trust
2. Involve
3. Measure
4. Recognize and encourage
5. Grow

Trust

The number one objection I hear to hosting ‘non-mandatory’ meetings is, “How will the employees know they have to come?”If you can’t trust your employees to know how to do their jobs, then you may have bigger problems than low meeting attendance. Most meetings are so poorly run that employees don’t want to attend because they don’t want to waste their time. Would you trust someone who wants to waste your time? According to Merriam Webster, a trustworthy person is ”a person on whom one relies.”Here are a few simple ways to make sure your employees know you can be relied on.

1. Give people your undivided attention, or schedule a time when you can.
2. Keep your promises.
3. Lead by example, and be aware of double standards.
4. Be honest with priorities.
5. Assume your employees have the best intentions.

Involve

The best ideas about performance improvement usually come from the one doing the job. Ask your employees to submit ideas; you’ll be amazed at their initiative. Think that you can do it better than them, and they’ll let you try. Involving your employees is easy if you follow these guidelines.

1. Distinguish different methods of decision-making, and be clear, at the start, which method will be used.
2. Connect each individual’s tasks to the organization’s success.
3. Build a values culture; not a flavor of the month culture.
4. Seek to understand; acknowledge all ideas.
5. Admit when you “don’t know.”

Measure

Have you ever played cards for fun? Have you ever played cards for money? They’re two different games. It’s more fun to play when someone keeps score. Avoid immeasurable instructions. Here are a few of the most common.

• Make it happen.
• Do whatever it takes.
• Be more: efficient, productive, organized, friendly, agreeable, positive.
• Do better.
• Watch your tone.
• Get along.

Instead, use measurable instructions that include dates, times, countable numbers or percentages, money earned or lost, along with specific observable behavior.Some ideas for keeping score are:

1. Eliminate the immeasurable from job descriptions and performance reviews.
2. Calculate average times to complete most job tasks.
3. Identify scripts and vocabulary to use and to avoid.
4. Track timeliness of deadlines.
5. Quiz or assess employees on product, company, and industry knowledge.

Recognize and encourage

“There are two things people care about more than sex and money: recognition and praise.”—Mary Kay The way to motivate is to validate.

“Treat a man as he is, and he will remain as he is. Treat a man as he could be, and he will become what he should be.” –Ralph Waldo Emerson

When you encourage your employees, it brings out their potential. There is an infinite number of ways to say, “good job, or thanks.” Here are a few:

1. Write “way to go” messages on several post-it notes and scatter them around your employee’s desk.
2. Have fun, inexpensive trophies that rotate monthly to best team-player, most timely, best attitude turnaround, etc.
3. Have a wall of fame with client letters or other samples of employee success.
4. Use a changeable neon sign to spread the word about an employee’s good deeds.
5. Equipment or office furniture upgrade award.
6. Management does 1-3 hours of employee’s job for a day.
7. Create a “why you’re so great” plaque that lists your top employee’s 5 strengths.
8. Management acts as butler for the day and serves employees coffee, lunch, etc.
9. Call your employee’s mother to tell them how great the employee is.
10. Have chocolate bars custom made with employee’s name on them.

Encouragement starts with seeing what your employees are capable of.Here are a few hints to help you spot potential.

1. Employees who are normally shy will be more outgoing when performing a task they like.
2. Employees who normally complain will stop when they’re doing something they enjoy.
3. Employees who are normally indecisive seem more confident when performing a job they are good at.
4. Employees who normally boast or try to control situations will seem more subdued when working on something that makes them feel good.
5. Employees who normally do the minimum work will give more time and creativity when they like what they’re doing.

Grow

“The illiterate of the future are not those that cannot read or write. They are those that cannot learn, unlearn, relearn.”—Alvin Toffler

Growing your employees will grow their commitment to your organization. As a trainer, one of the objections to training that I hear most often is, “I don’t want to train them for the competition.” That may happen. What if you train employees and they leave? On the other hand, what if you don’t train employees and they stay? Companies with the highest retention are also the companies who encourage growth. Giving your employees knowledge helps them see different perspectives. This will foster creativity, innovation, and flexibility to change, as well as prevent stagnation. Try these inexpensive ways to grow your biggest asset—your employees.

1. Ask employees to pursue whatever interests them, and relate that knowledge to improving job performance.
2. Encourage membership in local clubs or associations like Toastmasters.
3. Volunteer with your team for a local cause. (This will foster rapport and trust too.)
4. Have employees give five-minute presentations on topics that are job-related, e.g., communication, change, customer service, and leadership.
5. Subscribe to relevant newsletters or trade publications.

Once you trust, involve, measure, recognize, encourage, and grow your employees, you’ll be amazed at motivated they are. You’ll never have to have another mandatory meeting again.

Copyright 2007, develup visitors may use the information contained in this article by placing the following credit line: “This article is used by permission from develup. Other articles are available at www.develup.biz.” Courtesy notifications of article use are appreciated and can be sent to coach@develup.biz

According to a recent poll of HR professionals, only ten percent of managers are fully prepared for the next level. Given this information, is it really a surprise that approximately fifty percent of promotions fail (source: Corporate Leadership Council) when the selection decision is based on current performance level?

One of the most important qualities of a good leader is the ability and desire to develop their employees. Taking an active role in the development of your team demonstrates confidence and concern for the future of the organization. Although talent development should be part of a company-wide initiative, most of the responsibility falls on the shoulders of the supervisors. Unfortunately, development coaching doesn’t come naturally to many leaders. By following these tips, you can prepare your employees for success at the next level.

1. Encourage professional development. High-potential employees are not satisfied with the status quo. You WANT these employees your team. They are typically ambitious, high performing, and dynamic. They will be the future leaders of your organization if they are given proper guidance in their development. If not, be prepared to lose them to the competition.

2. Create a plan. Planning is crucial to advancing your career. Help your employees establish goals that are aligned with their strengths, interest and experience and then create a plan to get there. A development plan serves as the roadmap that will take you to your goal. It can be simple or complex but it must include action steps, resources, and deadlines. Not sure where to focus your attention? Try the step-by-step promotion planning eClass. You will focus only on building necessary skills and overcoming obstacles to get you to your targeted position.

3. Pair your employee’s with a mentor. Once their goals have been established, find someone who is in a similar role to the target position to serve as a mentor. Mentoring enables an organization to use it’s existing talent to impart their knowledge and expertise to one another. Everyone – the organization, the mentor, and the mentee – benefits from the mentoring process.

4. Identify opportunities to expand their professional network. Having a solid network is imperative to the success of future leaders. A network is a great source of information, advice, support and inspiration. Recommend opportunities within the organization, as well as, networking or professional groups that will help them build strong connections.

5. Challenge your employees to move out of their comfort zone. You can’t move forward if you don’t grow and you can’t grow if you never leave your comfort zone. When possible, give your employees challenging assignments. Help them prepare by providing them a safe environment to learn from the mistakes that they are bound to make.

6. Hire a coach. For high-potential employees and employees who need to be redirected to another career path, it can be best to bring in an outside coach. An external coach provides a confidential environment where employees are free to discuss the challenges and opportunities they face in their careers through the use of assessments, powerful questions, and individual development plans.

Jill Frank is “The Promotion Coach.” Get her FREE report, “7 Unintentional Actions That Will Slow Your Climb Up the Corporate Ladder” and FREE advice on corporate advancement at http://www.leverageyourtalent.com

If your team can’t get meet the established objectives, your days as a leader are numbered. It would be great if your employees came to work each day, happy, ready to work, and performing at their highest level, but this usually isn’t the case. Your job, as a leader, is to get a group of diverse professionals to work together to achieve a common goal – regardless of the obstacles you face.

The following steps can be implemented immediately. They should not require approval from higher up, any additional resources, or training on your part. This is not one hundred ways to motivate your employees. While those suggestions are certainly helpful, your employees aren’t going to produce great results because you bought them a cake on their employment anniversary. They need a strong leader who will provide support and guidance. What you can expect to see in return is a team of employees who produce consistent, positive results. And that, is good for your career.

1. Acknowledge the value that your employee’s provide to the organization. Every job in the company adds value. For any job you think holds little value, consider what would happen if no one performed those duties.

2. Treat your employees with respect. This should be obvious, but unfortunately, it needs to be said. Criticism is expected at work, but it should always be given constructively and at an appropriate time – never in front of others. Also, remember to recognize your employee’s accomplishments and not just their mistakes.

3. Communicate clear expectations. Every employee needs to understand exactly what is expected of them from the start. If you don’t have a formal performance appraisal process in place, establish and communicate your expectations and the affect their performance will have on their salary, as well as opportunities for advancement.

4. Create a plan for improvement. Once your expectations have been communicated, give your employee’s the support that they need to achieve their goals. Give regular feedback do that your employees know where they are performing well and where they need improvement. For those areas needing improvement, create a development plan, together with your employee, outlining specific steps they can take to improve their performance. A great time to do this is immediately following a performance appraisal or as soon as you notice that they aren’t meeting expectations.

5. Remove roadblocks. Occasionally, your employees will encounter roadblocks that hinder their ability to get the job done well. Do what you can to remove these barriers or help them find an alternative solution to the problem so they can focus on meeting their goals.

6. Model the behaviors you want to see in your employees. Your attitude and behavior set an example for those you lead. Is your work ethic lacking? Do you view deadlines as flexible? Your employees will look to you when there is a question as to what is most important. Hold yourself to high standards and your employees will follow.

7. Take a genuine interest in your employee’s professional goals. High-potential employees often have ambitious goals. Encourage them to develop their skills and gain new experiences that will help them advance their careers.

8. Encourage teamwork. I don’t know much about basketball, but I do know this – if one or two players are trying to make all the shots on their own, they won’t score as many points as a team who works together. As a leader, you will be judged on the performance of your team, not just one or two players. Remind everyone that you are first and foremost, a team. Each person will get an opportunity to stand out if they leverage their talents and work together.

9. Remember that your employees have a personal life. While there are times that it may be necessary for work to encroach on your personal life, try not to make it a habit. Everyone needs time away to recharge their batteries, spend time with people they care about and attend to personal matters. This time off will allow your employees to give their full attention to getting results when they are at work.

10. Weed out the non-performers. We all deserve to be successful at work. If you have implemented the suggestions above and you still have employees who are not performing up to par – it’s time to have a candid conversation with them about their future. Is this really where they want to be? If they are committed to this career path, put them on a performance improvement plan and coach them through their development. If not, help them determine where their strengths can be of value, within or outside of the organization.

Jill Frank is “The Promotion Coach.” Get her FREE report, “7 Unintentional Actions That Will Slow Your Climb Up the Corporate Ladder” and FREE advice on corporate advancement at http://www.leverageyourtalent.com

Key Responsibility Areas for Assistant Manager – Generalist HR

Assistant HR Manger is one of most important key who plays an very important role between manager and the internal customers, along with the basic decision making, recruiting, grievances handling, attrition control, maintaining databases etc. Following are the major key responsibility areas for Assistant Manager :-

1. To be responsible for implementing the assigned areas of responsibility within the HR function.

2. To maintain the database and updates regularly.

3. To generate reports based on database and updates.

4. To clarify employees (internal customers) policies, procedures and processes.

5. To assist in quality improvement initiatives of the areas of their work.

6. To handle employee grievances (must) properly.

7. To run the Performance Management Cycle is the key Responsibility Areas for Assistant Manager – Recruitment.

8. To have/create liaison with the business to develop the manpower plan for the company.

9. To coordinate and manage recruitment at various levels and finding ways to meet the ramp up plans for the organization.

10. To give huge attention on campus hiring if doing mass recruitments.

11. To take care of the on-boarding and induction for the new hires.

12. To handle training (as and when required) Common Points for both Assistant Manager – Recruitment and Assistant Manager – Generalist HR Accountability & Authority Levels.

13. To be accountable for delivery of expected assignments/results.

14. To keep the department’s machinery well oiled and efficient.

15. To take initiative for improving systems and processes.

16. To take ownership for meeting the information needs of internal customers Decision Making.

17. To take routine decisions that will further the cause of the department or function.

18. To assume responsibility for problems brought to their notice until assigned to the appropriate problem owner. Internal & External Interface.

19. Should have appropriate knowledge about benefits administrators (PF, Gratuity, Superannuation, Insurance, etc) or training consultants, recruitment consultants, etc.

20. Should have extensive depth of Knowledge in contemporary HR practices and processes including performance and reward management.

21. Should have excellent knowledge of the market conditions impacting HRM.

22. Should have excellent people management skills.

23. Should have skills in designing HR Systems and processes.

24. Should have skills to control attrition and maintain retention.

25. Should have excellent working knowledge of MS Office.

Love

Anshu Goyal

Mailto:Ansh.goyal@gmail.com

Advertising to those already sold on the McDonalds ethic is not a bad way to get free publicity for their recruitment needs. Indeed if you ever have the need to recruit, pitching adverts at where your customers can see them is a great way to get employees that fit your values and business niche.

Why were they advertising at all? How is it that somewhere needs to ensure that they have a steady flow of employees inbound, with all the cost- penalties that entails, rather than people who stay?

In the case of McDonalds, they probably have a higher turnover of employees because of the nature of their business. Many part-timers; lots of young people; students coming and going as they pursue their education (not to mention financial needs!).

In other organizations, where they find the need to recruit regularly, this in itself should be a sign that careful consideration needs to made about the symptom - regularly needing to recruit - as well as any other factors that might indicate an environment where employees leave, regularly.

Where there is a high absence level; high turnover; a higher than expected level of customer complaints, for example, these all add up to indicating that there is potentially a far greater malaise. And that is much more likely to need closer scrutiny than just fighting the high turnover fire.

Time to get real clear on just what bugs your people - what is irritating them sufficiently that they will leave you for something else. And remember, those who leave give you real evidence - what about those who stay - and deliver way below what you would want them to.

From these people you get no hint that they are just not working as effectively as they might. And that’s worse!

One challenge is, well, just what is high turnover? In many larger organizations, there have benchmarks or peer businesses that can be easily measured against. If not, a great way to check how you are doing is by a rolling average. add 12 months together and divide by 12, updating each month as you go.

Then the challenge is to beat the rolling average, by taking small steps to hang onto your people. In larger organizations, get a few of your team involved in heading off issues that are likely to irritate your people.

Better still, get individuals for all levels within the organization, team or department to form a working party, with explicit conditions that all are to be treated equally and listened to equally, creating collaborative solutions to the issues uncovered.

Bottom line is, the more you know about what is annoying your people - even little things - the better you can respond and retain your people longer.

Of course, only you can decide whether you listen hard enough - and respond constructively enough - to what you hear from them.

© 2007 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, http://www.coaching-businesses-to-success.com.

One of the most ancient creatures on our planet is the turtle. They have survived changing environmental conditions for millions of years while many other species have gone extinct. Turtles can be very safe and secure when threatened by retracting their head, tail, and legs into their shell to ride out many dangers of life in the wild. But, if they stayed safe in their shell, they would eventually starve to death and would not be able to create subsequent generations. For turtles to flourish, they have to accept the risk of living and give up the safety of their shell, stick out their necks, and move forward… or perish. It’s the same for businesses.

Businesses are just like turtles. They only move forward when they accept the risk of existing in a competitive marketplace and then change to meet the needs and desires of the future. It may be uncomfortable, it may be terrifying, but it is necessary.

Successful businesses manage change, for the most part, very carefully. They are continually taking the pulse of their customers and their targeted prospects. They continually ask the question, “What are my customers and prospects wanting and needing? What will they want and need in the future? How can we change in order to have the right products and services for them and still continually strengthen our brand, our reputation, and the qualities we are known for? They are balancing the safety of the shell against the risk of moving forward.

In large companies there are workgroups or teams of turtles that are sticking out their necks by working continually on answering those questions, developing new products and services to offer in the future. Few small companies have the luxury of being able to devote these resources to the process of change so when the subject of “the future” comes up, they retreat into their shells and deal with the issues of “today” where they feel safe and comfortable, not realizing that they are facing the very real possibility of becoming extinct as the world passes them by. So stick out your neck but do it carefully.

Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, “Front Lines with Larry Galler” For a free coaching session, email Larry for an appointment - Larry@larrygaller.com. Sign up for his free newsletter at http://www.larrygaller.com

Late to work, time wasters, lazy, or simply not showing up at all. As a manager or an employer, these are the issues facing us. Why? In many areas of the United States, the education system is so poorly funded that one teacher can have up to 40 children in the classroom. How many times have you seen someone walking with traffic instead of against it, as is proper. Even college graduates often lack the common sense skills to accomplish what is needed of them in the workplace. With all these challenges, how can we learn to deal with and, better yet, love our employees?

We must do what the social system has not done, equip them with the necessary skills to succeed. This means education. If your employee is willing to spend the time on higher education, why not pay for it. You argue that you can’t afford it. Can you afford stupid employees?

Still, if you are truly strapped for cash, why not teach your own supplementary education programs.

Many logistics companies have in house training programs employees can take advantage of. In my late twenties I learned to drive tractor-trailers, pull double and triple trailers, haul hazardous materials, and become a manager all through these in house programs. Employees need stimulation, and you must provide it for them.

A great way to do this is also through motivational speakers. Many times there are speakers just starting out that are willing to do short hour seminars for very inexpensive in return for the hope of a good reference. Call your local speakers bureau or the chamber of commerce. At least one motivational session per month can do wonders for your employees.

Even better is using good speakers inside your own company to provide presentations. All managers should have the ability to speak before an audience and doing so regularly is great training in itself. You may start them out with 10 to 15 minute presentations highlighting how well the company is doing, how valued the employees are, or how great it is to work at your company.

No one likes a complainer. However, open communication is vital in managing employees successfully. Do you want to find out what everyone is saying behind your back? Don’t be afraid to take a survey with no names attached on your management skills. You may be shocked at the opinions, but instead of being upset, use them to improve your skills and address the pertinent issues on your employee’s minds, whether relevant to you or not.

Of course, we have all had that employee that just won’t show up on time, is always in everyone’s business, or is just downright slow. You can dock their pay, write them up, warn them, or fire them. But there is a secret that is so much easier. Reward them. Yes, that’s right, reward them. Hire your employees at one dollar per hour cheaper than you are willing to pay. At the end of each week, line up all your employees. To those who were on time, didn’t complain, and accomplished their assigned tasks, hand $40. To those who did not, simply say you are sorry, state the reason why they are missing their reward and tell them they can try again the next week.

Once I had an employee who was a hard worker but consistently late. The first week I started this program, I handed everyone a forty dollar check – except him. On the following Monday morning, he was five minutes early. After telling his wife what had happened, she woke him up early, dressed him and personally drove him to work so that he would be on time. Needless to say he was never late again.

Put these suggestions to work and you’ll be loving your employees in no time!

For more information or personalized motivational seminars to fit your company, visit the author’s website at http://www.daniellakstins.com

As the fifth born son of a young mother and an immigrant father, Daniel Lakstins understands adversity, and how to overcome it. His story is of what can be accomplished when you work hard and never settle for less that your best. Combining this background with more than 20 years of business and managerial experience provides a perspective that is both fresh and educational. Daniel now works as a successful business owner, author, and motivational speaker. Inspire your mind with his insightful suggestions and motivating words.

The most important ingredients to successfully manage change in an organization are: executive sponsorship, effective communication, and accountability. All of these are direct responsibilities of management. Thus, unsuccessful change initiatives are most frequently caused by poor management performance.

It’s relatively easy to blame the stubborn grunt workers on the front lines for digging in their heels and resisting change. Much attention is placed on effectively dealing with their emotional response to change. While that is certainly important, it’s really the managers that require much more of the focus. If they are not on board, there is no chance that the individual performers will be.

Managers have their reasons for resisting change. After all, they are people too. They are uncomfortable with change. Most are strong willed as well and are very confident that proposed changes will be either ineffective or simply won’t work at all. Furthermore, there is frequently not a high degree of trust among management. Change initiatives have been unsuccessful so many times in the past, and no one has been held accountable. As a result, managers just play along, wait until the winds of change blow over, and see where the dust settles.

It’s not so much the overt expression of dissatisfaction, rather, a subtle remark or reaction, an inability to articulate the reasons for the change, or simply ignoring a proposed change that can have a huge negative impact on team members and quickly torpedo an initiative. If managers throughout the organization are not engaged, they will not do what is necessary to get their direct reports engaged.

So, what is the solution?

1) Upper management needs to solicit input on the proposed change from managers and they in turn must do so from the other employees. Those that disagree with aspects of the approach should not be beaten down for expressing valid concerns. Rather, input should be considered and adjustments should be made as appropriate. Managers and individual performers must be part of the solution.

2) Upper management must make the change a priority and reflect it with their actions. We’ve all heard about the importance of executive sponsorship. Executives need to consistently put their money, words, and actions where their mouths are. When change is on the horizon there must be adequate resources (dollars and people) to effect the change. Too often attempts to cut corners sabotage the change from the start. For instance, tapping a manager with a full time job to project manage a large initiative in his/her spare time is a recipe for disaster. Buying everyone a copy of Who Moved My Cheese and then slinking away into the executive suite won’t do the trick either.

3) Communicate, Communicate, Communicate. It is so critical. Open and honest two-way communication must occur early and often. Expectations must be clearly set. Everyone involved must be aware of the change, why it’s being done, who is impacted and how, what the roles and responsibilities are, etc. The message must continually be reinforced throughout the organization by the multiple levels of management. Feedback must consistently be sought and acted upon. Measurable desired results must be spelled out at each level of the organization to include repercussions for not achieving the results.

4) Plans must be put in place (with contribution from team members) to achieve the desired results. Progress must be reported, and those involved must be held accountable for the results.

With the above in place, the majority of managers will be won over, and they in turn will do their part to gain the support of the rest of the employees. The result will be the successful implementation of change initiative number one. With each subsequent win, trust will grow, change will come easier, and the many benefits of innovation will follow.

Nick McCormick is a Principal with Be Good Ventures, LLC.
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When trying to read behaviour, recognise that while body language can give clues to motivation levels, it can also be misread. More concrete signals will be provided by the ways in which individuals perform their tasks: this is likely to give you the clearest indication of their motivation. Someone who works cheerfully and efficiently is unlikely to be hiding anything if they greet you with a smile. Likewise, a dour facial expression should only be interpreted adversely if combined with a grumpy “That’s-not-my-job” attitude to work.

Positive motivation is often signalled by positive gestures: a smile, an eager pose, and a relaxed manner. When people carry out a task in which they are interested or enthusiastic, they may have a “sparkle” in the eyes, since their pupils actually enlarge. Confident eye contact is also important as a measure of motivation: demotivated people are less likely to look you straight in the eye. Blushing can indicate pleasure, while an increased rate of breathing can indicate enthusiasm - both of these are good signs of motivation.

Motivation can be recognised in a number of ways - look particularly for signs that your staff feel useful, optimistic, or able to take opportunities. A team in which each member looks after the others’ interests is likely to be a good source of motivation. Look for evidence that your staff are satisfied in their jobs rather than anxious or frustrated. If you find no such signs, ask them whether they are satisfied. You can also establish a good idea of an individual’s level of motivation by their attitude towards work. The statements below are all indicative of motivated staff members:

Reducing Demotivation:

Workplace demotivation for many people tends to be caused by poor systems or work overload. Very clear signs of demotivation include high levels of absenteeism and quick turnover of staff. Recognising demotivation is pointless unless you intend to eradicate its causes. Remember, too, that poor behaviour and underperformance are not necessarily signs of workplace demotivation. If demotivation remains even when the situation is improved, it may be due to personal problems.

Demotivation may not always be signposted, but look out for defensive, protective actions, such as folding the arms when seated or clenching fists involuntarily. Inattention, the first sign of demotivation, may be seen in facial expressions, though tapping fingers and restlessness are also negative indicators. A sloppy, “couldn’t-care-less” attitude and a lack of enthusiasm for work may be observed. A monotonous tone of voice may tell of boredom, but be aware also of signs of aggression, such as chopping motions of the hand or pointing a finger in an accusatory manner.

Measuring Morale

It is important to measure workplace morale on a regular basis to discover of any why staff are experiencing problems. However, if you experience a rise in departures, suspect that motivation is low, or find that absenteeism is increasing, do not wait to take the workplace “temperature”: do it now. You may wish to try using employee attitude surveys; these give a broad indication of morale but can be lengthy and costly. Read the signs from your own talks with people, such as annual appraisals, or set up focus groups or one-to-one interviews. Another way to measure morale is to take a random opinion poll. Remember, however, that if you investigate staff attitudes you must act on the findings, or risk causing further demotivation.

Points to Remember

Daniel Gibbins is an experienced business professional who has worked within
Retail, Customer Service, Audit and Operations Management. He is the Managing
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the UK.

Cortina Web Solutions provide a range of
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