Tuesday, April 2, 2013
Posted by: Dr. Alan Zimmerman
Dr. Zimmerman's TUESDAY
"Coaching is a
profession of love. You can't coach people unless you love them. I never won a
game. They did.”
College Football Hall of Fame
Dr. Alan Zimmerman's
If you paid someone $30 an hour
to do a job, and he or she gave back only $10 of effort per hour, what would
you call that?
From my point of view, I would
call it not only sad and unprofitable, but I would also call it immoral
cheating and stealing … which it certainly is, on the employee's part. But
those words don't tell the whole story. When an employee is not performing to his
or her peak capacity, it almost always has something to do with the supervisor,
manager, or senior leader.
In a 2012 study of 1500 workers
between the ages of 18 and 61, nearly half or 49% who said they were
"satisfied” with their direct manager also felt "engaged” in the workplace. In
other words, they gave it their all. They did their best to do their best.
However, of those workers who
said they were "very dissatisfied” with the boss. 80% of them reported feeling
"disengaged” at work. They did just enough to get by and just enough to keep
out of trouble. You could say they were leeches on the company, the company
profits, the company morale, and all of their teammates.
Just be careful of pointing
fingers. It would be easy to conclude that these "disengaged” workers were the
cause of so many of the problems at work. But don't forget, these employees
were "disengaged” because of some things the supervisors, managers, and leaders
did or did not do.
In that 2012 study conducted by
Dale Carnegie Training, Chief Operating Officer David Fagiano concluded,
"Engagement increases dramatically with four variables: enthusiasm, confidence,
empowerment, and inspiration. If as a supervisor you can instill those, your
employees can really outperform for you.”
Indeed, that is the essence of
the second day of my "Journey to the Extraordinary” program. It's all about HOW
you get the best out of other people … whether that be your employees, your
coworkers, your customers, and even your friends and family. As
Donna McNeely, Senior Vice President
at the Investment Centers of America, said,
"So much of what Dr. Zimmerman teaches
at the ‘Journey' is common sense but is not commonly applied. Before the
‘Journey,' I had no idea HOW to articulate and implement the mechanics. Now I
do, and it works like magic.”
If you would like to more fully
engage the people at work and at home, I'll show you exactly HOW to do that at
the "Journey” coming to Boston on May 2-3, 2013. Register before April 10th and
you qualify for a $200 to $3000 Early-Bird Discount.
To those of you consider
yourselves to be "old school” leaders, to those of you think all this emphasis
on the soft skills is a huge waste of time, let me warn you. If you don't learn
to engage your people and instill these four emotions, you'll end up with a
company that pays its workers just enough so they won't quit, and you'll end up
with workers who do just enough so they won't get fired. And let me tell you,
you don't want that.
To get the best out of other
people, you have to focus on more than getting the job done. No! No! No! That's
merely the end result. To get to your desired end result, you must FIRST engage
your people … which means you've got instill these four emotions.
First, to get the best out of
other people, you must generate…
It's true in many aspects of
life, including work, home, and even sports. During a rocky 2009 season, Mark
Mangino, the head football coach at the University of Kansas, was the target of
lots of negativity and internal allegations. And he was ultimately fired at the
end of the season.
During a tough stretch of time
where he was taking a media-beating toward the end of the season, he was asked
if he had a bad week. He replied, "Let me tell you something that's really
important that's on my mind. I have a player, D.J. Marshall, who's in Tulsa,
Oklahoma, in a cancer center. He just started his chemotherapy this week.
That's called a bad week. I've had a great week.”
That's putting things in
perspective. That's keeping the enthusiasm contagiously alive. And if you as a
leader can model enthusiasm, there's a good chance your fellow teammates will
catch the same spirit.
Joe Torre, a 9-time All Star
baseball player, commented on that. He said, "During my eight years as a player
with the Braves, I was fortunate to hit behind baseball's all-time home-run
king Hank Aaron. One day Hank and I were talking about batting slumps when he
made a comment that has stayed with me ever since. ‘Each at-bat is a new day.'
I'd take it even further. We don't just have the opportunity to start fresh
each day. We have the opportunity to start fresh each moment. In baseball, a
hitter mired in a slump can belt a home run on any pitch.”
Once you've got the enthusiasm
going, you need to instill…
During his 29-year tenure with
the Dallas Cowboys, Tom Landry won 5 NFC titles and 2 Super Bowls, and twice he
was named the NFL Coach of the Year. So you can be sure he knew a great deal
about engaging his team and turning them into winners time after time.
One of his winning secrets had
to do with confidence. He said, "Leadership is a matter of having people look
at you and gain confidence. They need to see how you react. If you're in
control, they're in control.”
You also build confidence in
people by believing in them. In fact your confidence in them often precedes
their own self-confidence, but once they grasp that confidence, great results
Lou Holtz, the great football
coach at the College of William and Mary, Arkansas, Minnesota, North Carolina,
and Notre Dame, proved that time and again. He says, "People perform to the
level expected of them. Because I demanded nothing short of greatness, the
players elevated their performance far beyond anyone's expectations.”
When you've got your people
filled with confidence, then it's time for…
Many leaders don't fully
understand the meaning of empowerment. Neither do many parents for that matter.
They tend to be too strict or too lenient. And extremes of either sort can be
deadly to leaders and killers of engagement.
By contrast, effective leaders
know how to motivate the best in others. They know when it is time to "loosen
up” or "tighten down.” They know when it's okay to make the decisions and when
it's okay to empower others to make the decisions.
Adcock, a leader at Toyota-UK
, learned that when he attended
my "Journey to the Extraordinary” program in Manchester, England. He wrote,
"From your program and my work with
Toyota, I learned that I should treat my employees as if they were my children.
And if you actually think about it and practice that, you behave very
differently toward them. As you well know, you would never let your children
fail. So why would you ever let an employee fail? You wouldn't. You learn to
empower them to take on as much responsibility as they can handle.”
Join me at the next "Journey to
the Extraordinary” experience coming to Boston on May 2-3, 2013, to become a
more effective person and more effective leader, and to qualify for your $200
to $3000 Early-Bird Discount by registering before April 10th.
Homer Rice, who was the head
coach at the University of Cincinnati and several other schools, understood
that. He taught, "You can motivate by fear, and you can motivate by reward, but
both those methods are only temporary. The only lasting thing is self-motivation.”
Empower your people to make a
decision and the engagement factor in your organization will go through the
Finally, with enthusiasm,
confidence, and empowerment working for you, you move on to …
At some level, everybody wants
to make a difference. As author and Rabbi Harold Kushner wrote, "Our souls are
not hungry for fame, comfort, wealth, or power. Our souls are hungry for
meaning, for the sense that we have figured out how to live so that our lives
matter, so that the world will at least be a little different for our passing
Leaders who truly engage their
teammates know about this inspiring power of purpose. Fred Smith, the founder
of Federal Express, says, "You have to communicate with your workers and make
sure they understand that what they're doing means something. We still tell our
employees what we always told them: ‘You're delivering the most important
commerce in the history of the world. You're not delivering sand and gravel.
You're delivering someone's pacemaker, chemotherapy treatment for cancer drugs,
the part that keeps the F-18s flying, or the legal brief that decides the
Pia Sundhage, the head coach of
the US women's national soccer team that won two Olympic gold medals, said it
beautifully. She said, "The name on the front of the jersey is much more
important than the name on the back.” In other words, inspiration that leads to
engagement is so much bigger than personal recognition. It also involves an
The research is in. When
employees are dissatisfied with their bosses, they will be disengaged and your
company will suffer. But when you engage your people by spending some of your
time and energy focused on these four key emotions, everybody wins.
Of the four emotions
(enthusiasm, confidence, empowerment, and inspiration), which one are you best
at instilling in others? How can you teach that to others? And which of the
four emotions do you need to get better at instilling in others?
To Your Success,
Dr. Alan Zimmerman
About the author:
As a best-selling author and Hall of Fame professional speaker,
Dr. Alan Zimmerman is focused on "transforming the people side of
business.” His keynotes and seminars are noted for high content, high energy,
and high involvement that transform people's lives and the companies where they
work. Click here to
learn more about his programs and products, or to receive a free subscription
to his weekly internet newsletter.
Reprinted with permission from Dr. Alan Zimmerman's Internet
newsletter, the 'Tuesday Tip.' For your own personal, free subscription to the
'Tuesday Tip' ... along with several other complimentary gifts, go to http://www.DrZimmerman.com.