On a recent LinkedIn Facilitators group the question was posed, 

"Great facilitation techniques for getting at organizational values? Hello friends, I'm collecting techniques for helping management groups of 10-15 get at their values. We do the "values" sessions as a part of the strategic/annual plan. I've approached it several ways but am looking for great ideas to incorporate. Thank you!"

I am driven by values [principles] and have learned that when we operate out of our principles we rarely ever have to banter back and forth on an important decision because our values become our compass and guiding light to that clarity. 

Here was my response:

I am not sure what you incorporate as part of your "values" sessions, but here is what I have found successful. 

I believe that organizational values are strongly tied to the cultural ethos which is strongly tied to individual values. Organizational and individual values tend to push and pull at each other, not negatively, but in sharpening and deeply connecting that individual to the organization.

STEP 1: So I will typically go through a personal values process to help the individuals identify their personal values. Then do some exercises with each other that teach them how, if we can make decisions based off our values, we tend to make BETTER decisions.

Step 2: Then if we take the individual values and start to ask how do those build the corporate ethos, the value(s) of the organization can start to be realized. Keeping away from general values such as Enron -  "Integrity. Communication. Respect. Excellence."  Drilling them deeper and making them personal; core values can't be faked... ask Enron. They must identify why their company exists, it's purpose, then decide what values embrace that purpose.

Step 3: Then as a wrap up, discuss how each person's individual values works within and through the organization's values. This brings awareness to how each person, although different, can own the values and live with and in them. If those values can be owned across the entire enterprise - purchasing, HR, marketing, etc. then you have the ability to create the foundation for value-based relationships with partners and customers that command trust and loyalty. This then directly ties to an increase in income and decrease in loss because employees and management begin to 'own' the company more. IF we as consultants/facilitators can figure out from a value direction how to increase ROI then companies are much more eager to hire us and bring us back for extended contracts.

Although there are over 20 theories of motivation, some including intrinsic motivation, incentivizing, needs theory, etc. The reality is that motivation comes down to the reasons a person has for acting out with a particular behavior in a particular way for a certain means. We may hear a commanding speech, a heartfelt compassionate plead that tugs at our heart, or a rally cry. All of these may be motivating. Many times the motivating intent leads to a demotivating action. Think of the time when the boss tries to rally his troops to move forward. In his/her attempt they uncannily make people feel bad because they haven't met the expectations of the leader. This typically is caused because standards and expectations were not clearly defined or accountability was not a system that was widely enforced. Many times employees or team members are released from their duties (fired) or moved on to another department, not because they couldn't follow directions or were not motivated, it may be due to lack of those expectations and no accountability. However, the leader feels they were not...

motivated because the rally cry was given and no changes were identified. So what really is lacking for people when motivation seems to have a short lifespan, so short that the inspiration eclipses the individuals total actions for just a moment in time before the old actions seem to dominate the landscape?  
I submit to you that motivation is just the candy bar or dessert and not the meal. I would submit that motivation is secondary and should never be the first weapon in the war of mediocrity! I believe that when motivation is used as the sole change agent the end results is minimal, if any. For an ego-centric leader they feel that their troops are "not on the same page" and need some threats that typically come in a passive nature. They band their brothers around the notion of work harder, and if you don't you are telling me you are not interested in being part of the team. Now sometimes this is the case, however it comes down to the theory that when a person is fired it is a direct reflection of the manager who hired them.  There was something you saw in that person that made you believe in them to get them on the bus and sitting in the right seat. Perhaps their poor work ethic is a habit created from their experience with you... or a bad habit from prior experiences that you 'had' the ability to change. Perhaps the day you let them go you need to take a hard look in the mirror and say is this person a poor worker because of my lack, because of what I didn't offer, or are they really that 'bad' of a worker? If it is the latter then you need to make the changes in you.

So in my submission that motivation is just the dessert, then what is the meal? My core belief is that inspiration is the meal. One of the most descriptive and beautiful definitions of inspiration is "the drawing in of breath; inhalation". Inspiration as a verb is being filled with that urge to do something, to create something. Think of it in the inhalation aspect: air is brought in from the outside world through the nose and mouth and then oxygenates your blood. This is mandatory to sustain life. That breathe creates life!

• Inhalation sustains health. Inspiration sustains health.
• Inhalation creates life. Inspiration creates life.
• Without inhalation, death occurs. Without inspiration, death occurs.

Inspiration is the key to life of an organization. When individuals are inspired it is because they have began to take ownership. They know that what they do individually adds true value to the organization. They understand the power of synergy and the concept that one can put a thousand to flight, two can put ten thousand to flight. They realize that they are part of the team and the team & organization needs them. They realize through inspiration they are part of a symbiotic relationship.

Coaching Moment:

Are you simply a motivator or an inspirer? Do you know and recognize the difference?

If you need help understand the difference and looking to find ways to inspire your team contact me, I would love to help and offer suggestions to you for your specific situation, not just generic ideas!

Kaizen has for me, become a way of life, a core value. It has made me better, more efficient, and more productive. I have used it in my coaching practice with clients and seen huge results when it is instituted properly. For some it is a better way to improve profits, for some to decrease waste... but what is it?

3000 ideas per day... or better yet, one million ideas per year is the amount of new ideas that Toyota implements per year. This explains why Toyota seems to be on a different playing field of their own. The truth is it is not about the cars. It is all about the ideas and the people with those ideas. Kaizen is all about small ideas, small improvements. These are not necessarily touchdowns after a 99-yard run but 2.5 yards every play over and over again to win the game. It is born of excellence.

Althought Toyota in today's view is not the most positive because of some of the recent safety issues, they led the way for many years. Why is Toyota worth almost as much as all the auto builders combined? The human element, the one resource that is the pinnacle of human creativity and participation. This pursuit of excellence is almost a taste of blood for perfection. The true meaning of Kaizen - continuous improvement. How does a guy, after World War II, W. Edwards Deming, change Japan and make them a leader of proficiency? Through the eyes of the ant, small but powerful workers that are all doing their own part to make the entire culture the most synergistic machine possible. The synergy that says the sum is greater than any measurement of the individuals.

The following information is also available more thoroughly here. 
Kaizen mindset rules. Every company employee is encouraged to come up with ideas – however small – that could improve his/her particular job activity, job environment or any company process for that matter. The employees are also encouraged to implement their ideas as small changes can be done by the worker him or herself with very little investment of time.

Quick and Easy Kaizen helps eliminate or reduce wastes, promotes personal growth of employees and the company, provides guidance for employees, and serves as a barometer of leadership. Each Kaizen may be small, but the cumulative effect is tremendous.


In simpler terms... good enough never is!

For the long definition of Kaizen with a little more of it's history click HERE.
 

What happens when someone fails by less than they use to, does it get noticed? If someone use to be consistently 30 minutes late each day and now they are only 15 minutes late do they get recognized for their 50% improvement? What about that person who makes everyone mad, but now only makes 25% of the people mad, does she get recognition for the 75% improvement?

Often times we notice those who have swam the ocean, ran across the country, or done a triple backflip summersault off a 2-story vault but fail to notice those who are failing by less. Is not kaizen about small improvements over time? 

Most managers admit they have a tough time viewing degrees of less failure as an achievement. Furthermore, if they do notice and want to say something they do not know how to say it without sounding condescending, sarcastic, or embarrassed. 

Here are four guidelines to make your recognition comments more effective:

1. Be positive; your comment should talk about success rates, not failure rates.
2. Focus on their behavior; as a manager you rent people's behaviors not their attitude or opinions.
3. Be time conscious; comment soon after the achievement.
4. Meet their achievement with a benefit.

Example:
Situation.  After some complaints you study the work zone and see that Johnny 5 is taking two extra smoke breaks and the smoke breaks are 25 minutes instead of 15 minutes. You speak to him and tell him he needs to decrease the amount of breaks and time on the breaks. The following week on average he is taking one less break and decreased from 25 minutes to only 20 minutes.

Recognition. "Hey J 5. I have noticed in the last week you have taken a big effort in reducing your time away from your work for your breaks. So far you have made a fifty percent improvement. Keep that up and you will help our department make goal for response time for customer service reps with more time at your station.

Never confuse a single defeat with a final defeat.  ~F. Scott Fitzgerald

Coaching Moment:
Don't reprimand people for failing, thank them for achieving more. Who in your area of influence that has not be measuring up to the standard yet has made some improvement? Now what is stopping you from recognizing it?


I encourage you to share your comments of times this has helped or other thoughts.

Concepts adapted from "Coaching for Improved Work Performance".

Every single one of us is created equal with the simple fact that we have responsibilities, of course some more than others. However, not all those tasks are created equal. The truth is if we don't realize this, we can get derailed from finishing what is most important.

The reason that task management is so important in relation to setting proper priorities is when things change, things come up, or emergencies arise (it is just a matter of when), you can quickly identify a new or changed priority and put it into your mix of tasks.

A very useful method that I have found is the A, B, C, D, E method in order to identify the importance of tasks. An A task is a top priority task that needs to be done today or in the next 24 hours. A B task is a task that needs to be done between two days and the next week. A C task has the priority between one week and one month. D, however...

...stands for something different: Delegate. When you go through your  ABCs you need to ask yourself a couple questions; Are these things I need to be doing? Is there someone else that can do it for me? If the task is something that can be done by someone else, then you should not be doing it.

The final letter for priorities is E which stands for Eliminate - basically, this is deciding not to do this task. You will be amazed how many things, if left on their own or eliminated, you will discover that was really not that important. This does not mean eliminating those things that you do not like to do and are procrastinating. The E task takes proper motives to eliminate successfully. In The Effective Executive in Action, Peter Drucker says, "I have yet to see an executive, regardless of rank or station, who could not consign a quarter of the demands on his time to the wastebasket without anybody's noticing their disappearance" (Drucker, 2006, pg. 17).

Coaching Moment:
It takes true dedication to manage our priorities with precision. However, creating this habit will help the onslaught of demands we face. Having a plan can cure the anxiety we face as leaders and managers.

If you find this useful or already have success prioritizing tasks please share your comments below.

As a human I have learned that change is the only constant and the most consistent agent we have in life. As Arthur Schopenhauer said, 'Change alone is eternal, perpetual, immortal.'  However, as a coach I have learned that people are not consistent in their goals or keeping up with their need/desire for change. In my observations, the struggle is whether we conform to the pressure around us or do we take center stage for the story of our life and determine for ourselves what change will look like?

‘When we are no longer able to change a situation – we are challenged to change ourselves.’ Viktor Frankl

Of course there are several stages for change, and most common are the personal stage and the organizational stage. Both seem to have their difficulties as well as alignments of skills. Regardless of the stage you set your foot on to live your change, the steps are similar, typical and exchangeable. Richard Beckhard and David Gleicher, later refined by Kathie Dannemiller coined the term, "Formula for Change" which is sometimes called Gleicher's Formula. This formula compares the success of change programs to the relative strengths affecting that change. It is as follows:
 

There are four factors that are needed for change, whether for the individual or organization. These factors are:

• D = Dissatisfaction with how things are currently;
  
• V = Vision of what is possible and tangible;
  
• F = First concrete steps that can be taken towards the vision;
  
• CL = Creative Leadership to navigate toward the vision.
  

If the product of these four factors is greater than:

• R = Resistance,
  

then change is foreseeable. D, V, and F are multipliers, because of that, if any one particular factor is missing or low then the product will be low and the resistance to change will be stronger. Whether the organization or individual, when trying to change 'Change Fatigue,' it is often felt in which people become demotivated, tired, and negative towards management (Williams, 2008).

What about CL, Creative Leadership? For the organization, this could be a consultant, mentor, or other measures. For the individual, a coach would be best fitted. Regardless, in my honest opinion, something that is needed for expected change is an outside set of eyes because they provide:

• Accountability - Someone to keep the coachee/organization grounded on progress and forward momentum.
• Efficiency - Through accountability, solutions begin to unfold at a faster pace with the coach/consultant's efforts combined.
• Expertise - The knowledge and wherewithal to know the direction.
• Delivery - Knowing the right thing to say or ask and the timing of when to say or ask it.

The truth is, nobody knows the dissatisfaction more than those involved with the issue. Through this sort of influence and strategic thinking of the Creative Leader, the vision and concrete steps can be created. The benefit of this is permanent change. If the individuals involved can learn how to spot the interference they can keep positive momentum constant and maintain more constant progress.

Coaching Moment:
What needs changed in your life/organization? Do you have Creative Leadership trained to identify and navigate you through change so that change fatigue does not set in? Do you have a vision for what is possible and tangible? Do you have any sort of 'first steps' to begin your success?

Consider contacting me to discuss coaching or consulting to see your options and what is best for you.

Remember, 'All change is not growth, as all movement is not forward.' - Ellen Glasgow. The coach is an outside observer being able to see the whole arena and able to identify where things are colliding and are able to isolate the interference.

References

• Beckhard, R 1969 Organization Development: Strategies and Models, Addison-Wesley, Reading, MA.
• Dannemiller, K. D., and Jacobs, R. W. (1992). Changing the way organizations change: A revolution of common sense. The Journal Of Applied Behavioral Science, 28(4), 480-498.
• Jacobs, R. W. (1994). Real-time strategic change: How to involve an entire organization in fast and far-reaching change. San Francisco: Berrett-Koehler.
• Wheatley, M. J., Tannebaum, R., Yardley, P. Y., and Quade, K. (2003). Organization development at work: conversations on the values, applications, and future of OD. San Francisco: John Wiley & Sons.

So what is the data on mobile marketing? How many people have cell phones? Is it just teenagers with smart phones and execs touting their Crackberries slung to their side stepping into the center of the street at high noon ready for a gunsling with a Bluetooth ear piece stapled to their ear? 

Ok, yes it is just the execs with the annoying Bluetooth earpieces implanted in their ear canal. But aside from the last fact, er, there is a lot of data. Below is a nice image with some really interesting numbers for you, now you don't have to read.

Phones are no longer just a communication tool, they are a...

...portal to unite the user to their world through social interactions, invites to their community, conversations, tech thinking, creative explosions, unmeasurable collaborative unity, and more.

For several years I masqueraded behind a humble approach of living my best efforts. The skills and knowledge, surrounded by my experiences only served as an attempt in life. It was marked by all my online social bios, they simply read, "I attempt the following..." 

One of my great friends, Leon Quan, challenged me with this, "Shaun, find your voice Man! Don't attempt, do it. No one wants to pay for someone to come in and "attempt" to be successful. I'm just playin with u Bro...sorta...no really dude, Grow a pair Dawg! Ur a Bada$$- Don't forget it, ur Dad'd say it too." 

What was captivating, is Leon said this shortly after I had sent out a tweet about it being my father's 59th birthday who had died 10 years prior, it challenged me to think.

I was challenged...

...that day to my core as I have recognized brilliance exit my life and bring an artform to the reality around me. I want to pose the same challenge to you! I found myself living to the expectation of others around me and realized I was spinning my wheels in 20 different direction trying to please people instead of simply living. 

So what would my dad say about me now? How would my dad respond to my efforts, achievements, failures, growth? I was challenged that day to LIVE and stop attempting.

I will tell you philosophically what I meant when I said I was attempting. See, since childhood, as a kid who had a very abusive father, whom had immeasurable and unpredictable expectations, I never knew how to please him. My life clinically was an attempt after attempt to impress and make my father 'proud', although failing a majority of the time. I became performance-driven instead of value-driven. The same expectations that I lived under my father transcended to people around me, and I found myself living "up to" other peoples expectations of me, always attempting. My life was marked with failure if I let someone down. I have never truly lived to myself or for myself, but always for the recognition of making someone else happy and fulfilled. Many times in my life I was chasing a moving finish line, like a donkey with a carrot in front of me... just merely attempting.

NO MORE! Now, I no longer attempt, I LIVE. I confused arrogance with confidence and thought to be confident with something or confident in something meant I was being arrogant. We have to realize that confidence and competence on their own is in no way arrogant. Arrogance stems from a cancerous pride in the heart that places one's being above someone else for personal gain. I will live and lead with humility, but confident in the skills, knowledge, and aggression God has given me!

Coaching Moment:
Do you find yourself Attempting or Living?
If attempting, what can you change to begin LIVING?
#GetCoached


Leave a comment below!

So how did you do on the quiz? Leave your results in the comment section below. Don't worry, there is NO shame!

The margin that people leave organizations is overwhelming, and it has nothing to do with benefits, pay, or promotion. The main reason is because they feel...

...unappreciated. 65 percent of the American workforce did not receive any praise or recognition all of last year! Were you responsible for someone NOT getting praise? It is almost like we are telling them, "Listen, I hired you, that is enough praise that I like you, if anything changes, I'll let you know."

Do you want/need higher employee attainment of customer loyalty? Productivity? Lower employee turnover? Gallup discovered that no less than one time per week of praise and recognition is appropriate. Gallup also indicated that when managers reach this critical step customer loyalty rose 56 percent, productivity rose 38 percent, and employee turnover dropped 50 percent (Smith and Rutigliano, 2003, pg. 119).

In order for workplace relationships to be healthy and holistic, there must be a ration of 5 positive comments to every 1 negative comment. The psychologist, John Gottman, in 1992 studied newly married couples and used the five-to-one ration to predict the success of their marriages. Ten years later John was 94% accurate (Rath and Clifton, 2004, pg. 55).

When I do speaking engagements on "REALationships" I articulate the power of words, they have the power of death and life. Each of us has a checking account that others are making deposits and withdrawals in and out of. There is no password or security on these accounts, anyone of influence, authority or relationship has access to them. It is our jobs to be creating equity in those accounts. How dare any of us ever 'bounce' a check in someone else's emotional account! Listen to this, "Wise leaders are always investing in the equity of the emotional bank account of the people they lead" (Fairley and Zipp, 2008, pg. 61). They see the value added to the individual and the organization as their words build up others, they make this a top priority. If they have made enough deposits they can afford a mistake without bouncing a check.

So how do you give positive Praise? What shouldn't you do in giving praise?

Three Keys to Positive Praise:

1. Make it Specific - Don't say, "Great job!" Instead say, "Great job on that report, you went above and beyond what we had expected and made a few leaders very impressed."
2. Make it Personalized - Some people like public praise, some like private praise, some like gifts, some like other things. Make it personal to their interests. It would be sad to offer praise and it not be received or embarrassing.
3. Make it True - Give praise along the way, not just at the finish line. Be relevant to the task and person. Don't throw praises around indiscriminately, give them where they are due.

Two Don'ts in Delivering Positive Praise:

1. Don't follow praise with Correction - If "but" follows praise then it makes you look like one. This makes people anxious when listening to you waiting for the negative and/or correction. This does not create a tone of trust.
2. Don't follow praise with a Challenge - Obviously they are doing a good job, they don't need a challenge. The praise isn't going to stop them from doing a good job. Your challenge devalues the worth of the deposits. It is like a tax or bank fee that is not needed.

Coaching Moment:
If living out "REALationships" is a difficult task, depositing value into others is hard, or conflict issues are constant or regular then consider coaching to help you grow through this challenge in life. 

Do not be held back in giving praise and recognition, and do not bounce a check in someone else's account.