Team Building Information |
|
Having Trouble Motivating Others? Try WIIFM
Recently my fourteen-year old son Matt dressed up as Santa Claus and attended a Christmas caroling event for one of my professional organizations. Was my son excited about the idea of spending one of his evenings singing to seniors instead of being with his friends? Not really. Then how did I get Matt to agree so readily to come to the event and play Santa? It was easy; I told him that after we finish caroling we all go back to our host facility and enjoy delicious food. That was enough for Matt. He heard the word food and was ready and willing to go. I could have tried to motivate Matt by telling him what a wonderful thing he would be doing by making so many people happy. While Matt is a caring teenager, that argument would not have been enough to get him to go. However, tell a teenage boy that there will be good food where you are going and you can get him to do almost anything. I motivated my son to participate in this activity by considering his WIIFM or What's In It For Me During my workshops, managers and leaders often complain that many of the people in their groups are 'just not motivated.' This is not a true statement. Everyone is motivated by something. The trick is to find out what motivates an individual and demonstrate how he/she will gain that outcome by doing what you suggest. Find out his/her WIIFM. It is very difficult to lead people to move forward in thought or deed unless you connect it with what is important to them. People accept new ideas or take action only when they can see how they will benefit from what you are saying. To be persuasive, you must convince them of the benefits they will gain by adopting your ideas or doing what you recommend. One of the big mistakes people make is to think that others are motivated by the same things that motivate us. This is rarely true. If we try to persuade others by what motivates us, our words will fall on deaf ears. We must find out what is important to the individual and then we will find they are all ears. Aristotle said, "The fool tells me his reason; the wise man persuades me with my own." We might not always agree with what is important to another person, however, there should be no judgment placed on someone's motivation. People have a right to their own opinions. We need to take the time to discover what is important to the individual and then link it to where we want that person to go. A word of caution ? when you are operating at the level of motivation, you are dealing with a person's closely held values. We must be sure this is a win-win situation for everyone concerned. So the next time you have trouble motivating people, try to see it from their point of view. How can they benefit from what you want them to do? When you use WIIFM you will find that it is very easy and even enjoyable to motivate others because you are helping them get what they want while simultaneously accomplishing your own objectives. As for my son, he is already planning to attend this year's caroling event because he wants to partake of that wonderful food. About The Author Della Menechella is a speaker, author, and trainer who inspires people to achieve greater success from the inside out. She is a contributing author to Thriving in the Midst of Change and the author of the videotape The Twelve Commandments of Goal Setting. She can be reached at [email protected]. Subscribe to free Peak Performance Pointers e-zine - send blank e-mail to mailto:[email protected].
|
RELATED ARTICLES
What Every Manager, Parent, and Teacher Should Know About How to Unify Employees, Families, & Youth Project Head Start has been successful not only for the youthful students, but for the teachers, supporting staff, and families as well. My first job while still in college was as a Teacher's Assistant during the summer of 1968. Years later I was a Mental Health Consultant with Head Start in the US Virgin Islands. Although a bit bias, I have nothing but respect for Project Head Start and their teachings. Franchisee Relations and Team Work Franchisees of a particular franchise must get along in order for the team to hyperspace the competition. Recently our company; Franchising.org did a study and surveyed the franchisors on our website. As it turns out none of them had any information in their Confidential Operations Manual of any substance on how franchisees could increase their synergies by working very closely together within a region. Only a couple of companies had anything at all on the subject and indeed even these were limited to maybe one page or a couple of paragraphs. Effective Team Building Part 1 - Another Brick in the Wall! The first in a series of articles giving a slightly different viewpoint on effective team building, condensed from an original seminar presented by the author, John Roberts. John is a Freelance Training Consultant and director of JayrConsulting Ltd. Part 1 deals with selecting and building the initial team. The ideas expressed are personal opinions built up from many years of experience in the Electronics/Aerospace industry, the Armed Forces, the Telecoms industry and the Training industry. There is no suggestion of this being a 100% solution applicable to or workable in all situations, but it is aimed at getting people to think outside of the norm and question the 'normal' way of doing things. Team Building Part 2: Honesty is the Key! The second in a series of 2 articles giving a slightly different viewpoint on effective team building, condensed from an original seminar presented by the author, John Roberts. John is a Freelance Training Consultant and director of JayrConsulting Ltd. Part 1 ( Another Brick in the Wall ) dealt with selecting and building the initial team. Part 2 deals with the culture that need to be in place to run the team really effectively. The ideas expressed are personal opinions built up from many years of experience in the Electronics/Aerospace industry, the Armed Forces, the Telecoms industry and the Training industry. There is no suggestion of this being a 100% solution applicable to or workable in all situations, but it is aimed at getting people to think outside of the norm and question the 'normal' way of doing things. Checklist for High Performing Teams Why do some teams perform well while others struggle? How can you assess how effectively your team is working now, and identify methods for improvement? In 2005 Collaboration is Key Perhaps you're a small business owner wondering how you and your employees managed to make it through the last year. You vow to make this year the year your business grows. You've got a great product or service and you've hired some really good employees. But you realize that things internally just aren't working quite as smoothly as you'd like them to be. How the P.R.I.D.E. Team Changed my Call Center Several years ago I took an assignment as a Manager in an outsourcing Call Center. Shortly after I started it became clear that several areas within the department needed improvement; absenteeism was high (19%), call takers lacked the enthusiasm about the programs to deliver quality customer service and seemed unconnected to the goals and metrics. � With the overall morale of the center in a less than pleasant state the management team weighed our options. We determined that any new rules rolled out by management may be perceived as "us vs. them" by the call taking teams. Rather than try to manage down with force we decided to get the people who were doing the work involved in the improvements. � It was clear, in order to make positive changes the call takers had to embrace the existing goals and embrace any changes we tried to make. What better way to do that then to include them in the process of making the changes. From this idea the P.R.I.D.E. team was formed. � People Really Involved in Developing Excellence � The first step was to roll out the concept of the P.R.I.D.E. team to the supervisors. I explained how the team would work and what we hoped to accomplish with it. The supervisors then rolled out the concept in their team meetings. � Basic Roll out: � Each team on the floor votes for a representative from their team to attend the P.R.I.D.E. meetings. P.R.I.D.E representatives gather issues, concerns and ideas from their teams and present them at the P.R.I.D.E meetings. The P.R.ID.E. Team will take action for improvement based on the ideas and discussions from each meeting. Meeting minutes will be distributed to the floor. � Once the roll out was complete and the teams elected representatives, the first meeting was called to order. We congratulated the new P.R.I.D.E. team representatives for being voted in by their teams and broke the ice by getting to know each other. � The group agreed on some ground rules and established time limits for discussion. I reiterated that the meetings will not be a gripe session; we will focus on improvement. We began discussing the issues challenging the center. � The high rate of Absenteeism (19%) was the issue we chose to bring to the table first. We asked the group why absenteeism was so high and asked what we as the management team could do to help. The representative's answers provided insight and ideas to improve attendance. �Suggestions ranged from things as simple as being welcomed to work in the morning, to more challenging tasks such as supervisors building better relationships with their team members. � The ideas and thoughts we tapped into gave us direction to improve this metric. Instead of pushing an elephant up the stairs, we were following the lead to reach our destination. � After listening to and acting on the P.R.I.D.E. Team's suggestions we started to see some very impressive changes. Over a three month period Absenteeism dropped to 3%! People were more excited about doing their jobs and finding ways to improve. There was a general buzz around the center. � Communication was one of the keys to our success. In addition to the P.R.I.D.E. Team members discussing the meetings with their team members and other co-workers, we documented the conversations from the meeting then distributed them to the floor to ensure no "behind closed door" perceptions. If time allowed supervisors would bring the P.R.I.D.E meeting notes to team meetings for discussions as well. � The meetings evolved. The more meetings we ran the more root causes we discovered. We listened to every issue big and small. We created subgroups to focus on large issues. Sometimes there were issues we could not do anything about, but we always provided an explanation on why action could not be taken. Listening to the representatives' ideas and making changes based on them created buy in for change. The call takers were more apt to make the ideas work because they came from them. � After the P.R.I.D.E. program was well in place, I turned it over to the senior supervisors to run. It was a great development opportunity and helped build relationships throughout the group. � Overall the P.R.I.D.E Team created a paradigm shift in the center. The existence and actions of the team sent a message that everyone in the center was part of the same team. The representatives realized their importance. There was only "us" instead of "us and them". The program created involvement, strengthened commitment to the company and opened communication gateways. Aligning Teams with Organizational Goals Teams don't have to be aligned with the goals of the organization. Teams can work on what they believe to be the right things. They can work diligently on creating the results they think matter. They can be completely committed to success from their perspective. Leading the Witness: How Asking Questions as a Trainer Can Limit Learning and Reduce Trust "Asking questions can be a means of establishing authority, fulfilling leadership functions, and ensuring effective learning. In fact, asking questions is probably the most subtle power you have for controlling people. The person who asks questions always controls the conversation... if we could discipline our minds to ask questions instead, we could lead any conversation to wherever we wanted it because the other person would still be wrapped up in thinking what he or she wanted to say next...One of the rights you have as a trainer is to ask questions and expect answers. This is why question-asking is such a powerful tool. It challenges and avoids confrontation at the same time." Always In Motion Is The Future It's the summer of 1973, and a young film director goes searching for a studio to distribute his new screenplay. Many say no, until one finally agrees to take a chance on him. Twentieth Century Fox has such little faith anyone will actually pay to see the movie that it agrees to give him - in exchange for the usual directing fee - 40% of the box office, plus sequel, publishing and merchandising rights. Team Member Feedback: A Priceless Communication Tool Feedback is such an important communication tool. Openness, honesty, candor, trust -- all of these are hallmarks of high performance teams and organizations. Good feedback skills are essential to any relationship. WIIFM - Making the Whats In It for Me? Question Work for You In the constantly changing world of Call Centers, asking agents to adapt to ever increasing demands, responsibilities and performance can be a challenge to even the most involved of managers. Being able to create buy in is always challenging, but if you can answer the WIIFM question you will be ahead of the game. Team Journaling The very effective tool of keeping a journal can be used in your workplace as well as at home. It is a powerful tool that can enhance our lives and support our personal and work well-being. Whether you journal your personal work experiences and goals, or use team journaling, journaling can easily be applied to your work environment. Communication between franchisees in a franchise system If you own a franchise you would be wise to stay in constant communication with your fellow and local franchisee counterparts. You should call up once a week and simply say; Hi. It is important to call up and just say hi to your fellow franchisees because it will remind them that you are always near by. You will get something positive out of the phone call such as: Secrets of Successful Teams To be a success is not always to be a success individually. In fact, most of the time we achieve our successes as part of a team. That is why I want to devote this issue to the secrets of successful team. Motivating Your Employees CREATE A MOTIVATIONAL CLIMATE: Create a climate where others find long-term motivation. Long term motivation comes from a positive work environment, and positive reinforcement. Usually long-term motivation is impossible without short-term motivation. Short-term motivation comes from the staff working together, learning from each other, and giving as well as receiving constant feedback to each other. Short-term motivation builds self motivation. Self motivation comes from daily reinforcements. Little reinforcements such as good food in the cafeteria, jolly co-workers, and a little pat on the back contribute to self motivation. If the staff enjoys working in the organization, they're more likely to do their best to stay there. 3 Steps To Successfully Build A Team In Any Program Any x by y matrix plan has one big risk... but also one big advantage. 7 Key Dimensions of High Performance Teams 7 Key Dimensions of High Performance Teams Building Your Dream Marketing Team The Fantasy: Your marketing budget is packed to the brim with money to help build your dream marketing team. You hire nothing short of the best and life is good. Creating a Winning Staff Team As a business owner, I've had staff come and go over the years: some have done extremely well, and others not so well. During the time I was involved in running my business, I found some weaknesses in myself that tremendously affected things that were going on, especially from a negative point of view. It was not uncommon for me, whenever something was not going well, to ignore it. Sometimes I would hope it would go away, or maybe ask somebody else to solve it for me, whatever was going on. |
home | site map |
© 2005 |