Planning Team Recognition


By Bob Nelson

Because there are more factors to consider, planning team recognition can be a little more involved than planning individual recognition. The key is simply to get started; don’t make team recognition more complicated than it needs to be. (read more...)

Let It (or Them) Go

By Marshall Goldsmith

Research shows that successful people have a strong need for self-determination. Simply put, this means, “I am doing, what I am doing because I choose to, not “I am doing what I am doing because I have to.” People who are doing what they choose to do are committed professionals. They proactively apply their talents to make a greater contribution People who are doing what they have to do are compliant employees. They are putting in time for money. (read more...)

Job Judo
Go With The Engergy

By Bev Kaye and Sharon Jordan Evans

Bored with your job? Why not consider job judo? The essence of judo is to use the momentum of the other person to increase your own energy and effectiveness. Build on the energy that comes from doing what you love, and you’ll find there’s a good chance that you can enhance and energize your work. And, if you like most aspects of the work (the people, your boss, the tasks you perform), it’s definitely worth a try. (read more...)

Planning Team Recognition (^ top)

By Bob Nelson

Focus the discussion on ongoing recognition efforts, not just on a onetime celebration or activity. Ask for volunteers to help get a recognition program or activity going. Volunteers who see a need and have an interest in the topic drive some of the best recognition programs and activities.

What should be recognized? Team recognition should reward desired behavior done either by the whole team or by outstanding individuals within it. Activities can range from thanking individuals who completed team assignments to celebrating an important team milestone or achievement.

Where should the recognition be done? Recognition can be done wherever members of the team interact: at team meetings, between meetings, or in planned, off-site celebrations for team accomplishments. Teams can also be recognized for their achievements within larger groups, such as organization-wide awards banquets or at an annual employee meeting.

When should the recognition be done? As with individual recognition, team recognition should follow soon after the desired behavior or performance.

How should the recognition be done? Ideally, team recognition should match group values. Ask team members to give you feedback on the effectiveness of your personal style of praising. Your openness in seeking their feedback will make it easier for them to try new behaviors as well.

Team recognition does not have to be complicated. By simply asking yourself, “Who, what, when, where, and how?” you’ll be well on your way to creating an effective team recognition program.

Let It (or Them) Go (^ top)

By Marshall Goldsmith

My mission is to help successful leaders achieve positive change in behavior: for themselves, their people, and their teams.

Downside of Self-Determination

Research shows that successful people have a strong need for self-determination. Simply put, this means, “I am doing, what I am doing because I choose to, not “I am doing what I am doing because I have to.” People who are doing what they choose to do are committed professionals. They proactively apply their talents to make a greater contribution People who are doing what they have to do are compliant employees. They are putting in time for money.

The impact of self-determination on success does not necessarily relate to money. When you were a student in high school and college, could you tell the difference between teachers who were teaching their classes because they loved teaching and those who were teaching only because they needed to collect a check at the end of the month?

Successful people are committed. Normally this sense of commitment leads to even more success. Committed people have a drive that comes from the inside, not from the outside. They don’t give up when times are tough. They try even harder.

Time to Change

While our personal commitment usually leads to more success, it can make it extremely hard for us to change. The more committed we are to a strategy, the harder it is for us to realize it is the wrong strategy. This is not a theory. This is a well-documented fact. Have you ever heard the old saying, “Winners never quit!” Well, sometimes it is time to quit—time to resign, time to leave, time to stop certain behaviors.

I have had the privilege of working with over 50 major CEOs. I have also have the unfortunate experience of working with four CEOs who needed to leave their companies. In all four cases I suggested, “Leave. Leave now. It is over. Don’t humiliate yourself and the company. Leave with dignity.” I failed in all four cases. All four were forced to leave. Two ended up being featured in national magazines, embarrassing themselves and their companies.

It is hard to make successful, highly committed people change what they don’t choose to change. Have you ever tried to change the behavior of a successful professional or leader who had absolutely no interest in changing? Have you ever tried to change the behavior of any adult who had absolutely no interest in changing? How much luck did you have in these “religious conversion” activities?

Have you ever tried to change the behavior of a spouse, partner or significant other who had no interest in changing? How much luck did you have there?

I have asked these questions to thousands of people. Their answers are usually the same—lots of wasted time and effort and almost no results. It wasn’t worth it!

My mother was a fantastic first grade school teacher. In her mind, the entire world was populated by first-graders. I was always in the first grade. My dad was in the first grade. All of our relatives were in the first grade. Dad’s name was Bill. Mom would get frustrated with him and start yelling, “Bill! Bill!” When I was a teenager, we got a talking bird. After a while the bird started chirping, “Bill! Bill!”

One day, when Dad was 80 years old, Mom was still correcting his grammar. He looked at her lovingly, smiled, and said in his shaky voice, “Honey, I’m 80 years old. Let it go!”

Stop Wasting Time

How much of our lives have been wasted in trying to change the behavior of people who have no interest in changing? What is our return on this investment?

Think of it this way: The time we waste on the people who don’t care is time that is stolen from the people who do care. My guess is that you have little time to waste. You are as busy today as you have ever been in your life. So, only invest your coaching time where you are going to get a return on your investment. Don’t waste your time on a road to nowhere.

After a few days (or maybe even a few minutes) you can tell if the person whom you are trying to coach is willing to try. If they are willing to try, do whatever you can to help them. If they are not willing to try, either “live with it” (let it go) or find someone else to do the job (let him or her go).

In my work as an executive coach, I finally decided to only work with people who care and who are willing to try. You should do the same thing.

I am a Buddhist. Along with becoming more successful, I would like you to have a happier life. If you learn nothing from me but this tiny lesson—to work only with people who care and who are willing to try—you will not only become more effective in your work, you will have a happier life. If they don’t care—don’t waste your time. Either let “it” go or let him or her go. LE

Marshall Goldsmith is the founding director of the Alliance for Strategic Leadership, and authority on helping leaders achieve positive change. marshall@gcnet.com. www.marshallgoldsmith.com.

Job Judo(^ top)
Go With The Engergy

By Bev Kaye and Sharon Jordan-Evans

Bored with your job? Why not consider job judo? The essence of judo is to use the momentum of the other person to increase your own energy and effectiveness. Build on the energy that comes from doing what you love, and you’ll find there’s a good chance that you can enhance and energize your work. And, if you like most aspects of the work (the people, your boss, the tasks you perform), it’s definitely worth a try. Job judo helps you to find a way to get the growth, challenge, or renewal you seek without leaving your current job.

Pay attention to your energy level. Be aware of when it wanes and when it surges. Think about what causes the difference.

Jill had zero interest in another round of construction project scheduling and budgeting. But then she saw a demonstration of a sophisticated computer program that schedules and budgets for you if you just plug in numbers. Intrigued, she shared her excitement with her boss and explained that it would free her up for more important tasks. He agreed to send her to training. Now she spends half her time trouble-shooting on-site, instead of working with the numbers. It’s far more interesting—she’s excited again.

You might be surprised at the enrichment opportunities you can find, right in your own backyard. Here’s another example:

Jack thrives on variety—in life and at work. If he’s been doing the same thing in the same way for six months, he’s ready for a change. Instead of leaving the organization this time, he decided to talk with his boss about ways to spice up his work. His boss has supported him with job rotation with others on the team who were also interested. Now they can all serve as backup for each other any time that it’s needed.

Think about what energizes you. Then find a place to invest that energy. Here are some examples:

If you’re energized by: Go with the energy by finding:

INDEPENDENCE: Projects/tasks you can manage with little supervision
FEEDBACK: Peers, internal customers or a boss willing to give you the straight story about something specific.
CHALLENGE:A chance to do something that will really stretch you (speaking to senior leaders, chairing a task force, doing work in a new area).
CUSTOMER CONTACT: Ways to interface more with internal or external customers. Take them to lunch, troubleshoot with them, attend their conferencesTEAMWORK: A group that is solving a work problem or form a team. Consider a sports team as well.
LEARNING: Someone who will teach you something new. Consider a class outside of work, surf the Internet, read a book.
VARIETY: A way to vary your work schedule, place of work, the tasks you perform day to day. Even reconsider the route you take to work.
LEADERSHIP: Someone who needs and wants mentoring or coaching. Consider opportunities inside or outside work.
DECISION-MAKING: A way to have input about work processes before they are cast in stone. Volunteer to be on a decision-making committee. Join a community organization—take your pick.

When you think you have to move to another position or another organization to feel energized about your work, think again. In today’s work environment there is almost always something new to learn, another approach to try, or a way to rekindle enthusiasm. Don’t wait for someone to hand you an exciting project or something new to learn. Try job judo. Find what most energizes you, decide how to build on it, then negotiate to do that more in your current job.

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