Since I normally would get it wrong, I stopped really judging and just let the work define the person. It is easier to focus my attention on the team and the folks that are the real talent will raise to the top. Set up an environment where those folks can flourish. How is that?

• Teamwork: As the manager you need to set up a truly team atmosphere.  Have it be a collective group, that works on the complete picture. I like to involve everyone in the setting of goals, timelines and have them work together to achieve those amazing results. There are many traps to watch out for… So, it takes a lot of effort on the managers part to make sure everyone is aligned and moving in the same direction.
• Diversity: It is something that is talked about a lot. Some folks think of this as only the different cultures, but it can include age. Make sure that when you are hiring that you keep in mind, your team. If you already have a very mature team, maybe hiring someone younger or fresh out of school – can help add to the team. You have to be willing to take chances to make the team better.
• 8-5, no way: Don’t know any other way to put this category, it is not about being in the office from 8-5, Monday thru Friday. It is about getting the work “DONE.” It is simply about the productivity of each individual and the team as a whole. I used to have status review meetings that were about 20 minutes long. It was a simple way for the team to keep an eye on the work. Work that they knew would be coming their way and when.. Work that they could help out another, if needed. As a manager, it is great to witness the team helping each other. Mandatory hours don’t really work…
• Set stretch goals: When the team has worked out their plan and timelines – add a stretch goal. Everyone loves challenges. When you set up the stretch goal remember to not do it every single time. Do it on those particular important ones, that could be a breakthrough or a key deliverable to help the larger organization win big. I have found that all teams, love to win big. Some pretty amazing outcomes have happened from a stretch goal that was extremely visible to the organization.

Once the environment is set, you can watch your people grow. For those that still like to judge talent and make assumptions on who is that star.. Did the star rise? Did someone else really step up? How  about the team? I have found some pretty incredible people that would have gone unnoticed if I stuck to my first impressions. I would rather have all or almost all of the team be stars… It is the team environment that you set up that is better than just your judgment.

For me, I see two very clear and different approaches.

• Carrot and Stick Approach – Dangle that carrot out in front of the donkey (employee) and try to get him to where you want to go. Looking at what carrots we have as managers – you have raises, promotions, stock options and cash awards. Or you can use the stick (corrective action plans, written warnings). Each method may cause some movement. Effective? I doubt that any leader can really motivate for the long haul. In sports, the leaders that stand out in my mind are Bobby Knight and Bill Parcells. Each has been a winner wherever they have been. Problem is, that approach without any changes gets old very quickly (also requires participants to like that style).  When was the last time we saw that level of belittling of employees? In the old days, I do remember some leaders motivating this way.
• Working together to achieve success. I wrote a month or so ago that I really did not see that the manager is solely responsible to motivating the team. I stand by that. The team should work together to set up achievable goals, practice or train for success, track progress and celebrate success. I have been coaching for over 20 years. My initial coaching style was tied directly to what I had experienced as a youth. That hard charging, in your face, carrot and stick style. Over the years, that style has changed significantly. I think this is where the successes with my work teams help me be a better sports team coach. I have had to learn that not all players respond to that style (and over the years there are less and less players that do respond). When I look at coaches like Mike Krzyzewski and Phil Jackson – you see them more for an even different style. Not a carrot or a stick but one of encouragement.  In order for that to work, you must get to know your players, find out their strengths, help them overcome their fears or roadblocks and provide praise for their achievements. They set expectations of their programs, players and work hard to prepare. For me it seems to work both in sports and the workplace.

For managers, I think we need both items in our leadership toolbox. There will be situations that the old carrot and stick method to help breakthrough to a higher performance that could work. Use in moderation…  Setting the foundation for moving to our overall goals is really through the encouragement of our employees. Set solid expectations, help encourage through the good and rough times and achieve. Pull in your team and have them work with you on setting up that solid foundation that you are attempting to put in place. Discuss, listen and change as needed. As managers and coaches, we just need to recognize what needs to be done and do it.

Related articles

• Motivating (stevebellnow.com)
• Need a Leader Checklist? (stevebellnow.com)

So what all goes into a solid team? What can you as a manager do to have the greatest impact? For me, there are a number of web based tools out there that can help you walk through an assessment of your team’s dynamics. Do a Bing or Google search – I have used many different types. There is not one that I have found that is a great one stop shop that I would recommend over the others. Each assessment tool is just that a tool to help you identify areas of potential work that needs to be done. First and foremost, you as the manager, need to find a quiet spot and clear your head of everything. You need to really be honest with “your” assessment of your team. Remember the end goal is to make your team perform better, rather than making you think they are better. Once you are ready, grab one of those assessments and walk through your team’s dynamics.

What did you find? I have written my Leadership Checklist to help me (and others) to help make sure that the manager (you) are doing your part in the process. Look it over, hopefully you are doing those and everything else.

One of the areas that I want this post to focus on is something that most assessment really struggle to cover. It centers on how tight the friendships are with your team. I want you to think back when you were growing up with your friends. When there were two friends working together was fairly easy. Do you have only a two person team? Normally not. So, when a third friend came in, how did that go? Usually after awhile stuff ended up two against one. Do you have a three person team? Probably not. Add more folks to the mix and the team starts to break up in to smaller sub teams. Something to watch out for. That is not always a bad thing, if the team is working for the good of all…

Friendships have its positive effects:

• Friends usually communicate better together. Drawing others into the discussions. Gives the team a good “social” feel. People usually enjoy working together. Which has an impact on behavior and results.

There are negative effects as well:

• With a team of 3 or more there is a feeling of being excluded. Remember growing up… Maybe it was not you feeling excluded, but did someone feel excluded? Causing not all of the team to participate in decision-making. You can easily start to have sub-groups forming. Causing communication to further breakdown. Now information will not flow freely among the team. The teams overall performance will suffer, count on it.

When you are sitting down thinking about your team and that assessment, remember to revisit the natural factors of friendship and how it will influence the overall team. With the positive you would rather have inclusion… Exclusion is just plain wrong.

Related articles

• Need a Leader Checklist? (stevebellnow.com)

Here is that leader checklist:

1. Articulate a vision: Formulate a clear and persuasive vision and communicate it to all members of the team. Most organizations may already have a vision statement or mission statement. Look it over. Ask your team to communicate it back to you. See what is missing and come up with that vision that fits the team, organization and you (as the leader).
2. Think and act strategically: Get ready to make your vision a reality. Time to set up goals that achieve that vision, both is the short and long term. Don’t forget to consider all the players and anticipate reactions and resistance before they are manifest. Being prepared is key to success.
3. Honor the team: Frequently express your confidence in and support for those who work with and for you. Use your team to help with every step you take.
4. Take charge: Make sure to set up a workplace environment that is about action (getting stuff done).
5. Act decisively: Make good and timely decisions, and ensure that they are executed.
6. Communicate persuasively: Communicate, communicate, communicate. Easier said than done. Look for ways to insure that communicate happens and people never forget. This is one area that I have experimented everyday of my life. Just make sure that how you do it is simple and the messages are clear.
7. Motivate the team: Set up a workplace environment that your team can not wait to come to work. Enjoys getting their work done.
8. Embrace the front lines: The one thing that I remembered before I was a supervisor was how most supervisors did not spend anytime with the team. They did not let the team do anything other than run the equipment. I promised myself that I would never do that. Including the team is something that I feel is necessary for success.
9. Build leadership in others: Develop leadership throughout. Have no fear in losing your folks to higher opportunities.
10. Manage relations: Build enduring personal ties with those who look to you and work to harness the feelings and passions of the workplace.
11. Identify personal implications: Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm.
12. Convey your character: Being yourself. Make sure that in everything you do (communications and actions) should point to who you are. Your team should get to know you – through you.
13. Keeping it real: Make sure that you never let over-optimism pop into your team. Success breeds success, but watch out threats, unresolved problems and taking unwarranted risks.
14. Build a diverse team: Leadership is a team sport.. Make sure that your team is willing to be leaders in their particular area. Make sure that your team is not clones of yourself, get and welcome a diverse team.

Walking into a new situation or team can be a little scary. New anything gets the heart pumping. I look forward to these opportunities. Makes me think back and reflect (and practice) my checklist… Try it!

image from Flickr via jk_photos

I have been thinking about his topic for awhile, motivating your team. When I was asked in an interview about how I motivate more team, I tried to answer it this way. “Motivating the team is a bit tricky. I don’t think that the manager has the responsibility to motivate their employees. They need to create an environment that is motivating to their team. Motivation is more internal. I like to insure that my team has the work environment that helps them be motivated to do their best.” Okay, before you go and attack that answer – there is more to the answer – just coming a bit later on. When I think of it is the manager’s responsibility to motivate his employee’s – I think of my time as a coach of youth sports and my time as a company commander in a training company.  We all have seen coaches that are in your face – either cheering you on or screaming instructions to help get you to do what you want. I got some up close and personal experience watching drill sergeants motivate their trainees (see picture). Is that motivating? Would you like to have that be your manager’s style at the office? I believe that the successful coaches are the ones that have instilled an outstanding work environment that helps the player to motivate themselves. Much like my answer.

Getting back to my answer.. I really think there are some fundamental items that I like to insure that my team environment has…

• Open and Direct Communications : How many times have you heard, “I didn’t know that?” Or maybe, “if they would just communicate with us, we could get that done?” Old school management.. Tell your employees just what they need to know, nothing more, nothing less. Well, that does not work! Never really did.. Be very open and direct in your communications. Tell them everything. What harm is there in doing so? This also will help your employees see that they can tell you stuff as well. There have been many times I have learned something from them that I did not think of – just because we had a open and direct communications.
• Set a Good Example: As the manager, you really are out front and your team is watching and listening to you. It may sound silly, but how you present yourself in the beginning of the day will set the tone for your team the rest of the day. I know that not everyday is going to be perfect.. There will be something that happens (either at home or on the way to work) that will challenge you to be positive. You have to check all that before meeting your team.
• Saying “Thank-You”: Doesn’t cost a lot to say thanks for a job well done. Times are tough this days, not everyone has a budget to help out with giving away cash, gifts or raises. Saying “thanks” goes a long way. I learned early on, that I truly perked up when I was given a thank you. Hand written notes, email or just hearing the words worked for me. I started insuring that I did the same for my folks (they like it too). When times get better – or when the time is right – step up that thank you to something more (gift cards, cash, lunch).
• Give your time: What do you really have as a manager – your time. So, give that time to your employees. Work with them to build a solid working relationship. Help to understand what their passions and goals are. Help them develop and grow professionally. Your time will be well spent!
• Get dirty: I used to really enjoy getting in there and helping out from time to time. When I was in manufacturing, we had a senior manager that made it a priority that all supervisors and managers would work on the manufacturing line at the end of the month. Clear your calendars, get trained and do the work that your teams do! I looked forward to it. Watching the senior managers work along side the team – was a eye opening experience for all. Roll up your sleeves and do what the team does.

When I left the interview, and was driving home, I thought of a couple of more items that I do that just did not come to me.

• Look for some fun volunteer activities: I had this one time, that really rallied around one cause. We happened to have a team member that had a child with a disability. We wanted to help – so we decided to step away from the day to day work – to help out with the school that this team members child went to. Everyone was excited to help out. We had a great day! You could see your team in a different environment and watch their interactions. It was an eye opening experience for everyone. Plus we helped out a school in need. I am always looking for those opportunities.
• Tie everything to the big picture (without losing sight of the little picture): Making sure to tie the work that the team is doing to the companies big picture. The little picture is really the team as a whole. We all like to know that we are working on something bigger than ourselves. Make sure to paint those pictures!

There is no silver bullet for motivating your employees. Don’t look for it. Spend time working on your team environment and maybe that will help you to increase the internal motivation of your employees.