Motivate Team Members Quotes

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

Few teams sometimes fails miserably because team members wish to work in the team but they want to be recognized individualy.

There is no team without the individual members; an individual can never be a team.

Rephrase the words "staff members" into team members. Because the people in our team are far more than employees, or colleagues. We are a unit!

So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direction. In

He believed that the quality of experience one has as a member of any team depends on the caliber and motivation of the people one serves with.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

The hands-on approach takes an active interest on a very regular basis in the members' work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested. Today,

Each of my advisers undoubtedly had their own political opinions and views. They were human beings, after all. They also had spouses, friends, or family members who had their own points of view as well. But I didn’t know what those views were. I never heard anyone on our team—not one—take a position that seemed driven by their personal political motivations. And more than that: I never heard an argument or observation I thought came from a political bias. Never.

Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

This strategy goes against the established management practice of “holding people accountable,” and thus deserves some additional discussion. If people aren’t even asked to commit on a given task, won’t they relax too much, slow down, and lose focus? It turns out that the answer is no— people, as a rule, enjoy being highly productive— and tend to have even higher motivation when they can manage their own pace of work. Especially in high-risk environments like projects, it actually helps build unity of purpose and trust when staff see that managers above them are assuming responsibility for project risk, and buffering the task-level risk as needed. The aggregated risk approach frees everyone from the need to have the “how aggressively can you commit?” conversation, and allows all team members to focus instead on how to be a high-performing team. And if certain team members decide to take advantage of the “no-commitment” approach by slowing things down, it won’t take long for managers and other team members to notice it and take appropriate action.

These will indicate that your team, or a member, is not performing as well as you would expect. Absences from the team and its activities that are lengthy and cannot be explained More frequent displays of conflict and frustration, often unjustified Lack of enthusiasm and motivation to perform tasks Rumors and gossip heard on the organization’s grapevine about your team are on the increase A clique develops so that these people protect themselves from the stigma of poor performance You will need to be constantly monitoring and observing how each of your team members is performing and look for signs of reduced productivity.

Excellent communication doesn't just happen naturally. It is a product of process, skill, climate, relationship, and hard work. One of the most important roles of leadership is to cultivate these variables with a determined intentionality motivated by the understanding that a team can move no faster than the speed of its communication. In the same respect, the limits of team work products will be defined by the quality of communication among team members and between the team and the larger organization.

Grove encourages his people to work in small, autonomous work units in which everyone understands the system and their role in it. Each person contributes their knowledge, expertise and creativity. Team members are trained and motivated to produce to the best of their capacity. When crises arise, the team willingly puts in the extra time, energy and brain power to meet and beat the problems faced.

Recall that it is hard to change behavior when it becomes ingrained and mindless. Also recall that “mere exposure” research shows that people will have positive reactions to anything familiar and negative reactions to anything unfamiliar. The longer a group has been together, the stronger these forces become. What happens inside the group becomes increasingly familiar to members, while what outsiders do seems less familiar or interesting. As time passes, motivation, experimentation, and learning may diminish so gradually that no one on the team realizes that these changes are actually taking place.22 To make matters worse, I’ve noticed that after a group of people have been together for a long time, they spend more and more time talking about things outside of work—their families, sports, hobbies, and so on—and less and less time talking about their work. After all, they don’t really think about the work; they have decided who in the group is good at what, and they don’t feel compelled to waste time talking with outsiders, so they have plenty of time to talk with their pals about other things!

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

A good leader motivates his team member.  There are a lot of ways a leader can motivate others, but the effective way is to listen and pay attention to what his team members have to say and respect it. That way the team members will feel like they are really part of the team and their presence is important.

In a team relationship, as in any relationship, we trust people because we are comfortable with both their character and competence. By character“, I mean our perception of another person's motives, values, honesty, or moral fiber. Competence, on the other hand, refers to the capability, knowledge, and skill of a team member in general, and specifically as it impacts his or her assigned role. If we don't trust both a team member's character and competence, it is unlikely that we will put our desired goals, performance appraisal, compensation, or career into that person's care.

Kanban lets your team members motivate themselves as they decide what to work on. They take ownership of the task and their pride is measured in the number of completed tasks. They

Coaching that addresses effort is motivational in character; its functions are to minimize free riding and to build shared commitment to the group and its work. Coaching that addresses performance strategy is consultative in character; its functions are to minimize thoughtless reliance on habitual routines and to foster the invention of ways of proceeding with the work that are especially well aligned with task and situational requirements and opportunities. Coaching that addresses knowledge and skill is educational in character; its functions are to minimize suboptimal weighting of members’ contributions and to foster the development of members’ knowledge and skill.

replied, and thought of Cathy Jones. “Touch that door handle, and I’ll let go,” she’d said, whilst balancing herself on the extreme edge of a chair, her fingers tucked beneath a noose she’d fashioned from torn bedsheets. It had taken ninety minutes to talk her out of it, he recalled, and when he’d finally left the room, he’d vomited until there was nothing but acid left in his stomach. Acid, and the burning shame of knowing that a part of him had wanted her to die. Even while he’d talked her out of it, employing every trick he knew to keep her alive, the deepest, darkest part of his heart had hoped his efforts would fail. Connor watched some indefinable emotion pass across Gregory’s face, and decided not to press it. “Briefing’s about to start,” he said, and left to join his brother at the front of the room. Casting his eye around, Gregory could see officers from all tiers of the Garda hierarchy, as well as various people he guessed were support staff or members of the forensics team. At the last minute, an attractive, statuesque woman with a sleek blonde bob flashed her warrant card and slipped into the back of the room. Precautions had been taken to ensure no errant reporters found their way inside, and all personnel were required to show their badge before the doors were closed. Niall clapped his hands and waited while conversation died down. “I want to thank you all for turning out,” he said. “It’s a hell of a way to spend your weekend.” There were a few murmurs of assent. “You’re here because there’s a killer amongst us,” he said. “Worse than anything we’ve seen in a good long while—not just here, but in the whole of Ireland. There’s no political or gang-related motivation that we’ve found, nor does there seem to be a sexual motivation, but we can’t be sure on either count because the killer leaves nothing of themselves behind. No blood, no fingerprints, no DNA that we’ve been able to use.” He paused, gathering his thoughts. “Contrary to what the press have started calling him, the ‘Butcher’ isn’t really a butcher at all. It’s our view that the murders of Claire Kelly and her unborn child, and of Aideen McArdle were perpetrated by the same person. It’s also our view that this person planned the murders, probably weeks or months in advance, and executed their plans with precision. There was little or no blood found, either at the scene or on the victims’ bodies, which were cleaned with a careful eye for detail after the killer dealt one immobilising blow to the head, followed by a single knife wound to the heart. These were no frenzy attacks, they were premeditated crimes.” One of the officers raised a hand. “Is there any connection between the victims?” she asked. “Aside from being resident in the same town, where they were casual acquaintances but shared no immediate family or friends, they were both female, both married homemakers and both mothers.” “Have you ruled out a copycat?” another one asked, and Niall

If his devotion were determined by his lack of “faith in ceremonials and forms,” or by his failure “to observe the Sabath very scrupulously,” Swett added, “he would fall far short of the standard.” However, if he were judged “by the higher rule of purity of conduct, of honesty of motive, of unyielding fidelity to the right,” or by his powerful belief “in the great laws of truth, the rigid discharge of duty, his accountability to God,” then he was undoubtedly “full of natural religion,” for “he believed in God as much as the most approved Church member.

A leader must be close with subordinates but not too close. The best leaders understand the motivations of their team members and know their people—their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself. Leaders must never get so close that the team forgets who is in charge.

Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.

To manage the performance of such specialists the team leader has to adopt a delicate balance between the hands-on and the hands-off approach. The hands-on approach takes an active interest on a very regular basis in the members’ work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested.

To manage the performance of such specialists the team leader has to adopt a delicate balance between the hands-on and the hands-off approach. The hands-on approach takes an active interest on a very regular basis in the members’ work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested.

The core attribute of a productive team is so simple and obvious that we forget it — it’s like breathing, an act so essential that we forget we do it, though we can’t exist without it. A productive team knows itself. The team members know each other’s names, and they understand and appreciate each other’s respective strengths, weaknesses, and motivations. They are not strangers. With this essential understanding in place, and with practice, the humans in a healthy team effortlessly and without ego call on each other when they need help. They do not care who gets the credit for the work because they want the work to get done well by the most qualified humans with the best judgment.

Moral courage is what you do when no one is watching. It relies heavily on trust and doing what is right no matter who is around. During the SEAL selection process someone is always watching. Problem solving is also paramount to being a SEAL. Survival when the bullets start flying is 100% dependent on your ability to think accurately and create sound judgment. Teamability is defined by how well an individual works in the team environment. It requires that all members put the mission and team before themselves. SEALs are taught to prioritize team issues

Some team members act as adhesives to unite the team.

Mutually helping team members achieve both individual and team objectives.

The concern of a team member is also the concern of the team.

Google Proves Nice Counts. On a quest to discover what it takes to build the "perfect team," Google launched the Project Aristotle initiative to find the answers. Over a period of several years, they surveyed hundreds of teams, conducted interviews, analyzed studies, and observed how team members interacted with one another. Google’s findings revealed that "psychological safety" is the key ingredient for creating a high-functioning team. It nurtures a healthy environment that encourages freedom of expression, engaging communication, empathy for one another, caring, support, respect and, drum roll please . . . BEING NICE!

From a leadership lean, are you the BOSS that creates fear and rules with an “iron fist” or are you a LEADER who listens and connects with your team members to create a culture where collaboration and creativity can thrive?

Understanding Personality Styles Helps You: • Communicate more easily with others by understanding their perspectives. • Adapt your behavior to resonate with others. • Develop deeper levels of compassion, patience, and communication. • Deliver personalized customer service. • Build trust and rapport faster. • Nurture existing relationships. • Make more sales. • Feel more confident networking. • Realize that people behave the way they do for their reasons, not yours. • Appreciate the diversity of teammates, family members, friends, and work groups. • Unify your teams and get the best out of your people by focusing on their strengths, aligning their styles with their assigned positions, and knowing how to motivate and reward them.

When a team is in agreement in these four areas—goals, roles, resources, and norms—members become motivated and invested in meeting their team’s goals.

Why do we care for our stakeholders in this particular order? The interests of our own employees must be placed directly ahead of those of our guests because the only way we can consistently earn raves, win repeat business, and develop bonds of loyalty with our guests is first to ensure that our own team members feel jazzed about coming to work. Being jazzed is a combination of feeling motivated, enthusiastic, confident, proud, and at peace with the choice to work on our team.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

Nearly a century ago, French engineer Max Ringelmann (reported by Kravitz & Martin, 1986) found that the collective effort of tug-of-war teams was but half the sum of the individual efforts. Contrary to the presumption that “in unity there is strength,” this suggested that group members may actually be less motivated when performing additive tasks. Maybe, though, poor performance stemmed from poor coordination—people pulling a rope in slightly different directions at slightly different times. A group of Massachusetts researchers led by Alan Ingham (1974) cleverly eliminated that problem by making individuals think others were pulling with them, when in fact they were pulling alone. Blindfolded participants were assigned the first position in the apparatus and told, “Pull as hard as you can.” They pulled 18 percent harder when they knew they were pulling alone than when they believed that behind them two to five people were also pulling.

But motivation—like relationships—is a complex beast. Our teams will be motivated by a combination of things. We can’t focus on one way of motivating and ignore the others. So get to know your team members and what makes them tick. A great manager tailors how they motivate each of their team members.

Once you begin to think of your one-on-one conversations with that person as opportunities to solve that puzzle, you realize that “How do I motivate my team member?” is really the wrong question. A better question is: “What does the team member want from life?

Every time the toughness of the opponents isn't responsible for losing a game. Games are lost because few team members think that entering the field is their contribution to the team & running hard is the best they can offer, but remember the games are won by scoring and taking the responsibility, because your best scorers aren’t going to score every game.

if our stories are fully aligned, you will never need to worry about me misunderstanding or undermining your efforts. With aligned stories, the founders will be able to involve developers in their prioritization discussions to keep goals realistic and achievable; the tech lead will discover that he doesn’t have all the answers and that team members can work with him to improve the structure and process more effectively; and the product manager will find that she can replace detailed specs with conversations with motivated developers.

Jeremy George Lake Charles Healthy Living Sports Americans have adopted a healthy lifestyle that includes regular physical activity and good nutrition. While attention to healthy living has long been the norm in professional sports, the emphasis on nutrition has trickled down to high school. Jeremy George Lake Charles Coaches and sports administrators who educate their athletes about healthy lifestyles and choices are taking proactive steps to lead programs to excellence. Intramural sports programs offer team-oriented recreational fitness opportunities for service members to keep fit. The district sports motivators, formerly known as sports liaison officers, are charged with motivating people of all ages to exercise and become more physically active. Children who exercise are more likely to benefit from their abilities and keep active, rather than sit and get bored, which keeps them active, and children who regularly watch their parents exercise and exercise are also more likely to do so, their trainers say. Jeremy George Lake Charles Through sport, children learn important lessons from their lives, which enable them to maintain a healthy lifestyle as adults. Maintaining the body to exercise allows children to develop healthy habits that last a lifetime. You need to have knowledge of the body and ways to improve your condition in order to remain active. Administrators and coaches who emphasize the connection between healthy living and sporting expectations can help their students - athletes understand the importance of healthy choices. However, the best way to make better decisions is to exercise, especially in sports camps. Exercise can make you healthier and happier, whether you exercise or not.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

On December 4, 1998, the headline on the President’s Daily Brief, the most secret intelligence document in the government of the United States, read: “Bin Ladin Preparing to Hijack US Aircraft and Other Attacks.” It was a secondhand report picked up by the CIA from the Egyptian intelligence service, but no one ever had seen anything like it. “Bin Ladin might implement plans to hijack US aircraft before the beginning of Ramadan on 20 December,” the warning read. “Two members of the operational team had evaded security checks during a recent trial run at an unidentified New York airport.” The imputed motive was freeing the imprisoned bombers of the World Trade Center

I don't need to be vocal about my intentions, I am just intentional about my actions.

don’t think this is realistic,” he said. “The CEO would be an older white man.” My colleague and I agreed that might often be the case, but explained that we wanted to focus more on Linda’s needs and motivations than on how she looked. “Sorry, it’s just not believable,” he insisted. “We need to change it.” I squirmed in my Aeron chair. My colleague looked out the window. We’d lost that one, and we knew it. Back at the office, “Linda” became “Michael”—a suit-clad, salt-and-pepper-haired guy. But we kept Linda’s photo in the mix, swapping it to another profile so that our personas wouldn’t end up lily-white. A couple weeks later, we were back in that same conference room, where our client had asked us to share the revised personas with another member of his executive team. We were halfway through our spiel when executive number two cut us off. “So, you have a divorced black woman in a low-level job,” he said. “I have a problem with that.” Reader, I died. Looking back, both of these clients were right: most of the CEOs who were members of their organization were white men, and representing their members this way wasn’t a good plan for their future. But what they missed—because, I recognize now, our personas encouraged them to miss it—was that demographics weren’t the point. Differing motivations and challenges were the real drivers behind what these people wanted and how they interacted with the organization. We thought adding photos, genders, ages, and hometowns would give our personas a more realistic feel. And they did—just not the way we intended. Rather than helping folks connect with these people, the personas encouraged the team to assume that demographic information drove motivations—that

Player: Sir, I don’t think we will win this match, every team member is convinced about the loss, the discussion is only about how badly. Coach: What do you think? The player: I think we only win if we decide to win, but I am just one member of the team, I can’t do anything on my own. At the end of the day it’s a team game. One person can make a difference, but the games are won by the teams. Coach: So, go there and make a difference. Player: How? Coach: It’s difficult but not impossible, you not only have to fight the opponents but also the fear of your team-mates, pretend it’s not difficult, stand firm, just over-look the refusals & denials, keep trying & make them believe it’s a cake-walk even if you are bruised, petrified or tired. Player: But what about the negative mind-set of some players. Coach: Don’t worry about them. They are like sheep, will anyways follow the majority. Keep trying, and most of them will feel ashamed of not doing anything, at least they will pretend to try, and that will give a positive signal to other players. Player: But I also feel de-motivated at times? Coach: Well, find your motivation in fighting the loss of hope, picture yourself in a post win situation, go for the win & take others along, even if some needs to be carried on your back.

Just playing for the team & coming to the ground isn't enough, the fun is to be known as the member who have made a difference to the team’s fortune. Think different, perform in a way that the game is identified by your name.

Another time, while on patrol with a small four-man team from my SAS squadron, out in the deserts of North Africa, we were waiting for a delayed helicopter pick-up. A 48-hour delay when you are almost out of water, in the roasting desert, can be life-threatening. We were all severely dehydrated and getting weaker fast. Every hour we would sip another small capful from the one remaining water bottle we each carried. Rationed carefully, methodically. To make matters worse, I had diarrhea, which was causing me to dehydrate even faster. We finally got the call-up that our extraction would be at dawn the next day, some 20 miles away. We saddled up during the night and started to move across the desert, weighed down by kit and fatigue. I was soon struggling. Every footstep was a monumental effort of will as we shuffled across the mountains. My sergeant, an incredible bear of a man called Chris Carter (who was tragically killed in Afghanistan; a hero to all who had served with him), could see this. He stopped the patrol, came to me, and insisted I drink the last remaining capful from his own bottle. No fuss, no show, he just made me drink it. It was the kindness, not the actual water itself, that gave me the strength to keep going when I had nothing left inside me. Kindness inspires us, it motivates us, and creates a strong, tight team: honest, supporting, empowering. No ego. No bravado or show. Simple goodness. It is the very heart of a great man, and I have never forgotten that single act that night in the desert. The thing about kindness is that it costs the giver very little but can mean the world to the receiver. So don’t underestimate the power you have to change lives and encourage others to be better. It doesn’t take much but it requires us to value kindness as a quality to aspire to above almost everything else. You want to be a great adventurer and expedition member in life and in the mountains? It is simple: be kind.

I would argue that a leader must first know what motivates each of their team members before he/she can set out to recognize them. This is because not all forms of recognition are effective for or desired by every person.

We can also surface milestones that would have gone unnoticed. • What if every member of a youth sports team got a “before-and-after” video of their progress? • Number-heavy organizational goals are fine as tools of accountability, but smart leaders surface more motivational milestones en route to the target. 8. Moments when we display courage make us proud. We never know when courage will be demanded, but we can practice to ensure we’re ready. • The protesters involved in the Nashville lunch counter sit-ins didn’t just show courage, they rehearsed it. 9. Practicing courage lets us “preload” our responses. • Gentile’s approach to ethics says we usually know WHAT is right but don’t know HOW to act. 10. Courage is contagious; our moments of action can be a defining moment for others.

The ideal team purpose process should… The ideal team purpose should… ​–​energize ​–​inspire ​–​include robust dialogue ​–​demonstrate patience ​–​be emotionally demanding ​–​help reveal discrepancies and conflicts in team members’ roles (Wageman et al, 2008) ​–​be clear/give clarity ​–​be challenging ​–​be consequential (Wageman et al, 2008; Hackman, 2011) ​–​take time ​–​take effort ​–​be a joint creation (Katzenbach and Smith, 1993, 1993b) ​–​provide meaning beyond making money ​–​be aspirational as opposed to preventative and reactive ​–​energize others ​–​encourage collective responsibility ​–​(Edmondson, 2012) ​–​unearth the motivation and energy of individual members ​–​surface differences of opinion ​–​renew a sense of passion and commitment (Leary-Joyce and Lines, 2018) ​–​have an element related to winning, being first, revolutionizing or being cutting edge ​–​belong to each individual in the team ​–​belong collectively to the team (Katzenbach and Smith, 1993b) ​–​involve dialogue with wider system sponsors (Hawkins, 2017) ​–​orientate a team towards its objective, helping them choose strategies to support their work (Hackman, 2011)

Values provide context to a person’s mental state, needs, and motivations. In practice, understanding the values of your team members becomes a useful tool to evaluate and drive your own empathy. You may have different values, so unless you actively seek to understand another person’s point of view, it’s possible to be bound by your own context and limitations.