Everyone Has a Name And Is Important

Names represent a person’s identity accomplishments, and relationships

A person's name is their identity and embodies everything they have and will ever do.  By calling someone by their first name you are personalizing your message and drawing their attention.  You can't have a personal relationship without first names.  You are honoring him or her in the moment.

Memorial plaques and grave markers are symbols of remembrance and honor. The Vietnam War Memorial (wall) displays the names of every soldier killed during the war. It’s hard to forget the sacrifices made by so many, when their names are there, etched forever.

When I first entered the plant, I personally introduced myself to every person. I worked hard to remember all of their names and call them by the same when I saw them again. One woman stopped me and said, “You are the first person who has ever introduced himself to us.” She was visibly happy that I did. Time after time, people complimented me on talking to them and listening to their concerns. Sadly, there had been a lot of manager turnover before I had arrived and not one of them took time to learn about their employees.

Leaders understand that first impressions are extremely powerful and leave lasting impressions. Interpersonal relationships are either won or lost in about the first four minutes of conversation. People project and respond to “gut” feelings which are nearly instantaneous.

Leaders must get to know their employees personally, yet not let that affect their business decisions. Leaders generally extend their hand and offer their name first in initial meetings. Stating our name up front in a positive, affirmative manner, we are projecting self-worth and giving others an immediate reason to accept us as someone important to remember. Extending your hand first and giving a firm handshake is a way of showing value to others. Leaders should also offer a warm smile and use direct eye contact to spur interest in communication.

The one thing I want to leave my children is an honorable name. Theodore Roosevelt

If you’re sitting down in your office when an employee enters, make sure you move to a posture signifying respect and interest. This means that you’re sitting upright, towards the front of your chair, and not distracted by other things. If you’re in the middle of something, simply put it aside and give them your full attention. You’re not going to win anyone over if you are lounging back in your chair, feet up on the desk, and doing other things while they are trying to talk to you.

After introducing yourself, become an active listener. Listeners learn talkers do not. This a proven way of drawing people out, giving them value at the same time.

A new supervisor took a temporary assignment in the plant where I worked and was unfamiliar with the things we did. On her first day, she introduced herself to employees and actively listened. Employees were approaching me and saying, “She’s really smart.” When I told her that the employees liked her and thought she was smart, she responded, “All I did was listen.” Her warm, open smile, direct eye contact, and active listening skills had quickly won over many.

There is nothing more important to an individual than a feeling of self-worth and value to themselves and others. Seek first to understand, then to be understood.

Forget levels and position when you talk to people. Everyone is equally important and if they aren’t treated that way, they won’t feel that way. Employees will talk to each other and everyone will know the way you treat them. Everyone in the organization is critical so you can’t afford to isolate anyone.

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"It is surely time for men to think for themselves, and to throw off the authority of names so artificially magnified." --Thomas Jefferson to William Short, 1820. ME 15:258

In elections, name recognition is critical. If you have a name like Hoover, Ford, or Kennedy, your chances are improved. Candidates spend a lot of money to get their name known because so many citizens will vote based on that alone. Mailings, signs, and commercials are all selling you a name. The majority of voters couldn’t tell you one thing about many of the candidates for whom they voted. They may have voted along party lines or by the names, they recognized. Even voting by party lines is simple name recognition. Our forefathers must be gravely disappointed in the way elections are run and won today.

Many organizations spend millions to endorse their brand names. Nike, Reebok, Coke, Pepsi, Miller, and Budweiser are just a few. Even the Internet is a hot market for domain names. For example, when you type in IBM, you expect to find IBM and not someone else like Dell.

"If [my] opinions are sound, they will occur to others, and will prevail by their own weight, without the aid of names." --Thomas Jefferson to Samuel Kercheval, 1816. ME 15:70

"It is not the name, but the thing which is essential." --Thomas Jefferson: Opinion on the Tonnage Payable, 1791. ME 3:292 

Proverbs 22:1 - - “A good name is more desirable than great riches; to be esteemed is better than silver or gold.”

How can I acquire a good name (22:1) - - A good name develops from the pursuit and practice of wisdom. Wise people earn a good reputation as they learn to handle finances carefully, avoid sexual impurity, control their emotions and speech and work hard. Those who ignore wisdom and wind up in debt, sexual immorality, laziness and drunkenness will find their names on bad credit reports, pink slips and even police blotters!

Luke 10:20 - - When Jesus’ follower reported their successful service to Him, He replied: “Do not rejoice that the spirits submit to you, but rejoice that your names are written in heaven.”

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“All of us must be servants, and some serve by leading. Following Christ’s example, godly leaders choose the way of humility. They are driven not by selfish ambition but by a burning desire to care for God’s people and accomplish his purposes (1 Peter 5:2-6).”

Nehemiah was placed in charge of rebuilding the walls of Jerusalem. He accepted God’s difficult assignment and showed how to survive both opposition and apathy. “Recurring ideas, pivotal phrases, summary statements and spiritual characteristics all offer themes for us to learn. For example, the repeated phrase next to them shows the level of coordination that is needed for a job this big. Also we might learn from Nehemiah’s example how a leader can motivate people; he apparently did this by enlisting most workers to build near their own homes. Finally, from Nehemiah’s careful record of personal names, we see a leader who noticed individuals; he knew their names and noted their achievements.”

Ezra 2:2-61 lists all the names of exiled families that had returned to Jerusalem. Why list all these names? - - These names represented people – thousands of them – going back to where they belonged. The detailed list of the names and towns of the returning families shows that God didn’t limit his focus to a few leaders. Every individual was important.

Psalm 20:7 - - Some trust in chariots and some in horses, but we trust in the name of the LORD our God.

What does it mean to trust God’s name? (20:7) - - Trusting God’s name means placing one’s confidence in who he is.

Psalm 25:11 - - For the sake of your name, O LORD, forgive my iniquity, though it is great.

Why appeal for mercy on the basis of God’s name? (25;11) - - The Lord’s character and reputation are expressed in his name. On the basis of his character, we can count on him to forgive.


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Office Politics

There are few if any places that don’t have some level of office politics going on. Politics are more prominent in poorer performing businesses than better performers. People play the game to get ahead either by saying the right things, playing the numbers game, or maintaining a focus different from that of the organization. Office politics discourages teamwork, cooperation, and overall effectiveness. People competing against each other tend to grab the limelight when things go right and blame someone else when things go wrong. Blame, in turn, leads to greater distrust and respect for one another. Personal goals interfere with office goals and everyone loses.

Don't be afraid to give your best to what seemingly are small jobs. Every time you conquer one it makes you that much stronger. If you do the little jobs well, the big ones will tend to take care of themselves. Dale Carnegie

Remain neutral in conversations about other people to avoid your words being taken out of context or embellished. You want to listen without adding to the problem. In fact, by refusing to engage in the same behavior, you will gain the trust and respect of the person speaking. They will feel more secure in talking to you too, because they feel you won’t talk about them badly either. See gossip.

Big jobs usually go to the men who prove their ability to outgrow small ones.   Theodore Roosevelt

Others that seemingly go too far in pleasing their boss irk many people. On the other hand, many mock those being cordial. You need to ignore all that talk, keep your nose clean, your mouth controlled, and do your job. You won’t miss many opportunities when you act socially responsible, make your desires known, and do your job very well. A good boss will not show partiality to characteristics not useful in a position.
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Exodus 23:2 – Do not follow the crowd in doing wrong.

2 Chronicles 19:7 – Now let the fear of the LORD be upon you. Judge carefully, for with the LORD our God there is no injustice or partiality or bribery.

In our quest to walk with God we must also strive to be just, impartial, and honest.

Proverbs 29:5 - - Whoever flatters his neighbor is spreading a net for his feet.

What is a net for the feet? (29:5) - - A net of woven cords was designed to catch birds or sometimes, when spread over an open pit, animals. This proverb uses the concept of a net in a figurative way to describe being caught off guard by flattering words.

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Betrayed By Work

Job-satisfaction studies over the past 20 years indicate that people are looking for identity, purpose, and meaning in their work, but very few are finding them. Work becomes too personal for too many people.

When you look for unmet emotional needs at work, you’re setting yourself up for betrayal. Psychologist Ilend Philipson explains. “Work is not a meritocracy. Your boss is not your friend. Your colleagues are not your family. Workplaces are intensely political environments.” 

Three signs that work has become too personal say Philipson are: 

1. You rarely miss work, even when you’re sick and should’ve been in bed. You never vacation with friends or family, and when you choose between a child’s activity and work-related meeting, you usually choose the latter.
2. They always thought that putting work above all else made them valuable employees, but in the end, it damaged their relationships, hurt their health, and emotionally devastated them.
3. The primary motivation for working long days and longer nights wasn’t because people love work, but because of the praise and recognition received. If you rely on work for a sense of self-worth, you’re putting yourself at the mercy of the whims of the higher-ups.

You need to value what you do and know your assets – even when your employer doesn’t.

Friendships at work should be approached with great caution. At work, you are in a hierarchical situation, where you’re vying for attention, raises, and promotions. People tend to become unglued when there are layoffs, transfers, or changes in positions.

The problem occurs when work is the only place where your needs are met. Your identity should not depend on one relationship. You need different relationships to get your needed affirmation. 

Source: Article: Betrayed by Work, Fast Company Magazine, Issue 29, November 1999.

Creating Win/Win Situations

Create Win/Win situations whenever possible for everyone involved. Win/Win means solutions or agreements are mutually beneficial and satisfying. 

A Win/Win solution results in all parties feeling good about the decision and feels committed to the action plan. One requirement of Win/Win success is a high level of trust. Without trust, the level of commitment is low and so is the chance of success.

Character is the foundation of Win/Win, having the character traits of integrity, maturity, and abundance mentality (there’s enough for everyone).

Win/Win agreements should outline ultra-specific objectives that include:  

• Desired results – when and what is to be done. Goals should be a stretch, yet achievable.
• Guidelines – parameters in which results are to be accomplished
• Resources – human, financial, technical, or organizational support that is available
• Accountability – performance standards and evaluation times
• Consequences – what will happen because of the evaluation? What recourse is available for extraordinary circumstances? Don’t punish anyone for circumstances out of their control or you risk losing their trust.

Contract negotiations are an ideal time to discuss win-win scenarios. Discuss possibilities with managers, employees, and union officials periodically and informally for ideas. Start with the thought, “what is good for our organization?” and ask yourself how you might motivate your employees to achieve that objective. When both parties stand to gain from the same objective, you are far more likely to achieve it. 

Contract negotiations generally take place every two to four years, so be sure to keep track of items you want negotiated between these times. Keep a little notepad of items within your agreement that has caused you problems or were unclear. If things changed operationally (new machines, new technology, new equipment, etc.) there may be things within your agreement that don’t apply anymore. It is something you probably want to discuss about deleting in the next negotiations. Likewise, changes often require an addendum of some kind.

What Qualities Employees Look For In Leaders

The real power of a leader resides with the group’s willingness to accept the leader. Groups follow leaders who come closest to the group’s expectations. They want empathetic leaders who best understand them and what they want. Successful leadership encompasses empathy, using group expectations to coordinate activities toward the goals of the organization.

Workers look for certain qualities in their leaders that include:

• Sincere, direct answers
• Making good on promises to workers
• Prompt response to complaints
• Availability when problems arise – willingness to find answers he or she doesn’t know off hand
• Understanding when problems couldn’t be avoided
• Showing interest in ideas and suggestions
• Discussing why work changes may be necessary
• Dealing with poor performers
• Recognizing good performers
• Vision – direction of business
• Good listening skills
• Willingness to compromise
• Shares information openly
• Willingness to admit mistakes

Workers want what we all want from people we must deal with: honesty, integrity, humbleness, and value. Employees judge supervisors for both the way they reward good performances and the way they deal with problems. Good leaders must work at both ends of the spectrum continually while covering all scenarios in between. You have your worst and best employees to deal with everyday, as well as the average. The real opportunity for excellence lays in getting both the worst and average workers to do a little more. In most places, most of your workers fall within this category. Imagine the boost your company would experience if each of these employees improved by just a little. The key is finding the motivator for each one, applying it, monitoring and maintaining it.

Engage Your Employees To Succeed

Leaders must treat their employees, at all levels, as the root source of productivity and quality. Respect and value for every member of the organization is critical, especially as employee rolls grow smaller. Leaders should make every attempt to bring every employee into the fold and involved to every extent possible. Even one unhappy employee can share negative comments with many potential customers. One unhappy employee can affect normally happy, productive people. One unhappy employee can cause many labor problems, disruptions, and morale problems. One unhappy person can waste a lot of time you don’t have. 

If you want real success, you need to find ways to tap an employee’s heart and brain. That’s where you find his: enthusiasm; loyalty; creativity; ingenuity; and resourcefulness.

You won’t tap their heart and brains by:  

• Ignoring their comments, suggestions, or complaints
• Failing to include them in the process
• Failing to communicate enough information
• Having a negative and/or hostile work environment 

Employees want to contribute and see their contribution make a difference. They want to learn, grow, and be part of a successful organization that makes a difference in the world. They want be appreciated and recognized for their efforts and accomplishments. Employees want to feel that they are progressing in some way (training, promotion, responsibility, title, recognition, etc.). To instill value managers should share stories about how their product and/or service changed someone’s life.

“A well-run restaurant is like a winning baseball team, it makes the most of every crew member’s talent and takes advantage of every split-second opportunity to speed up service.” Ray Krock, McDonald’s founder.

Machines are only as productive as employees make them. Your customers are only as satisfied as your employees make them. You wouldn’t let your ten million dollar machine lack maintenance and be underutilized, so why would you let a valuable employee? Employees will always make or break organizational success.

The Damage From Overloading Managers

Managers have limits to how long and how much they should be carrying.  If it isn't properly managed, the individual and company will suffer greatly.

Companies are demanding more of their managers than ever before. They tend to pay less too by making more managers exempt or salary. In return, managers tend to work more hours as they receive more work. Their longer hours and additional stress often result in great sacrifices in their personal lives. They have less time to spend with their families, spouses, and children. This often results in marital or relationship strains, divorce and separation. They also have less time for relaxation, work at home, and hobbies.

This imbalance between work and home eventually wears the employee down and burnout takes over. Once a productive, happy employee, they are now a disillusioned employee who just tries to get through the day. Their feeling is “why should I care about a company that doesn’t care about me?”

A company that is constantly making withdrawals, but fails to put in an equal amount of deposits breeds disloyalty. It’s not easy to reinvigorate a burned out employee who now doesn’t believe in what he’s doing.

Hobbies, recreation, and vacations are necessary for a well-balanced, healthy lifestyle. We are unable to do our best work with anxiety and stressed nerves caused by constant pressure. We lose our effectiveness by living a life so tightly strung that we are always tense. A proper balance between work and rest can make us more efficient than when we constantly work without any rest.

Stress may cause a disruption in sleep and leave the manager feeling fatigued, mentally and physically. Because your mind isn’t as sharp as it usually is, you have a diminished ability to make good decisions.

Long-term success is dependent on a company's ability to get the most from an employee and maintaining that flow.  Time off and regular relaxation are key to the health of the employee and company.

The Best Performance Comes From Praising And Reprimands

Praising and reprimands do more for performance than goal setting and other factors.  Why not employee all positive factors for maximum benefit?

Consequences like praising and reprimands, says Robert Lorber Ph.D. and Kenneth Blanchard Ph. D., accounts for 75-85% of performance (Putting the One Minute Manager to Work). Goal setting and other activators influences only 15-25% of performance yet most people think it has a greater influence on performance than consequences.

Leaders know that simply paying special attention to an operation will lead to a boost in productivity. Why does this happen? It happens because people feel their work is now important and valued. It might also be that some employees need additional supervision. The employees who won’t work hard when you’re not around are the ones you need to find a way to motivate. Establish goals and expectations together, monitor his or her performance, and discuss what will happen because of their improved productivity. Of course, if they fail to improve they should face a reprimand of some kind.

Leaders must learn to instill value in each area they supervise, on a frequent basis. Post the goals and the productivity achieved. Develop a goal for every operation you can so you have a general measurement to base performance on. Specify what duties they performed well as specifically as possible. Tie performance to work habits/behaviors to reinforce the traits you desire.

Great workers take time to develop and forcing them to accomplish too much, too quick is often a design for failure. Any movement forward is good no matter how small. The ultimate objective is to teach the workers to self-motivate or self-manage through a series of steps.

Strive for the optimal balance of control and individual freedom. Employees want to feel safe, secure, and able to grow at work. Meanwhile, the organization wants its mission carried forward each day. Both are entirely possible and necessary for ultimate success.

Balance Short Term And Long Term Objectives For Lasting Effectiveness

To know where you're heading, you must see the future, and make the successive steps to stay relevant and prosperous.

The mining companies of the Iron Range in Minnesota took record profits for many years, before falling out of favor with the markets. Their costs soared as they had to dig deeper and deeper for iron ore and their machines and buildings aged. Other mining companies continued to upgrade their equipment, buildings, and processes and took over the market. If they had reinvested some of their profits during the good years, they could probably have maintained a healthy financial position for many more years. Instead, many of them experienced huge layoffs, some idled and/or closed, and many surrounding towns suffered economically.

Operating a successful business is like driving a vehicle. You keep one eye on the horizon, but you take in everything that is going on right in front of you. If you were to take your eye off the horizon, you might not see a Moose walk in front of you and be able to stop in time. The same is true of a business. When you’re looking only at what’s directly in front of you, you might miss the changing markets/trends and find yourself in financial trouble quickly. Can you imagine how Ford Motor Company might have fared if they had stuck with Model T’s, instead of evolving into more modern looking vehicles? They simply wouldn’t exist now, and wouldn’t have lasted long even then.

Without a long-term goal, you won’t know what direction you’re heading. No one goes on a vacation, or very few at least, without knowing where they are going.

Swim Instead Of Tread

“Swimmers are destined to go places, while treaders go nowhere. One uses his energy to move, while the other wastes it by staying in place. One will find shore and the other will not. In fact, the one treading water that has gone nowhere will use more energy.” Marvin Pirila

Many managers are stuck in the day-to-day struggle of getting things done. Many of the same problems exist everyday and worsen if not addressed. Managers should spend a portion of each day working to eliminate the problems plaguing operations. They should also be looking towards available equipment to make things better, safer, or more productive. Managers should always be evaluating their processes, trying new things, and re-evaluating. Most importantly, they should be monitoring the productivity and morale of their employees. If someone is performing poorly or not as well as he or she should the supervisor must take action.

Short-term easy is not long-term easy. Many managers can finagle something short-term, but few can make things successful in the long-term.

Workers tend to give each new person a honeymoon period. I call it a honeymoon period because they tend to work harder and try harder to make sure everything is initially covered. Perhaps this happens because they feel they have new life in their jobs and have another opportunity to show what they know. Everyone wants to feel appreciated, and new supervisors/managers tend to give more appreciation initially. Like a marriage, as time goes on, we tend to show less and less appreciation for our mates. Eventually, our mate feels unappreciated, lacking self-worth, and perhaps becomes depressed. When this occurs, their hierarchy of needs is disrupted and further growth opportunities drop. We need to satisfy our basic needs before climbing a level towards self-actualization.

Honeymoon periods, unfortunately, don’t last long so you have to work hard to get up to speed. If they don’t feel you’re catching on or moving things ahead, they will quit believing in you and things will deteriorate.

Positive Self-Awareness

Winners have a greater sense of awareness. This comes from various traits of winners that include:

• Eagerness to learn, constantly adding to their knowledge, through insight, experience, judgment, and feedback. They play on their strengths while avoiding errors and correcting weaknesses. They believe in the truth and having high integrity.
• Honesty with others and themselves. If something feels wrong, ask yourself why? Is it a moral, ethical, or pride issue? Realize that things that may be right also come with great pains, conflicts, and struggles. Abraham Lincoln exemplified this plight when he abolished slavery. The very act took us into civil war.
• Sensitive – more tuned-in and energized by natural highs
• Open-mindedness – all things are relative
• Mindset that all people have equal rights to fulfill their individual potential
• Recognize that individuals are unique. Each individual has a unique sound frequency (voice-print), DNA, fingerprint, and eye print. With the spike in identity thefts, biometrics has become a booming business. No other individual on this planet has the same biometric information as we do. It is a bad day to be a criminal.
• Adaptability to sensory bombardment and changes. The explosion in technology has everyone absorbing more sensory events than ever before. This includes the Internet, computers, Ipods, Palm Pilots, new software, cable T.V., streaming video, etc.
• Ability to understand their own relationship to their environments and the many events and people that interacts each day. A manager must be able to see the total scope of operations, making sure that all pieces are coming together efficiently, and that the end product is as good as it possibly can be.
• Ability to relax and cope with the trials and tribulations of everyday life, without needing drugs. Find a healthy stress level for yourself and learn to operate within it. Learn to view stresses as normal.
• Mental toughness (strength of character) when dealing with failures and adversity. Winners adapt to and view normal corrective feedback as a tool to stay on target. Their experiences with failure and adversity, when properly handled, develops a feeling of immunity in us against anxiety, apprehension, depression, and other adverse responses to stress and pressure.

Winners follow the message embedded in the serenity prayer. The serenity prayer states, “God grant me the serenity to accept things I cannot change, the courage to change the things I can, and the wisdom to know the difference.” I grew up with a plaque of the serenity prayer hung above my bed. I read it at least once each night and it has stuck with me. It is a constant reminder and comfort to me when I’m struggling with something I can’t control. Winners remove things that are negative influences and where they can, change things for the better. Winners adapt and adjust to negative influences when they cannot be changed or removed.

Win Using Your God Given Talents!

Winning means taking all of your talent and potential and using it in pursuit of a goal or purpose that makes you happy. 

Winning is:

• Letting others have their day(s) to shine
• Picking yourself up when you fall and moving forward
• Chasing a dream even when all others doubt you
• Graciously accepting defeat
• Doing your best even in a losing cause
• Doing the right thing even when no one will see or even notice
• Winning is a way of thinking. It has often been said, “What you can conceive you can achieve.”
• Not letting success change you
• Bring others up with you
• Never forgetting the ones that help you
• Staying optimistic
• Giving yourself freely to others
• Treating the nerd, old or fat person like everyone else
• Becoming the dream of yourself that fulfills you and gives you high self-esteem
• Giving and getting in an environment of love, social concern, cooperation, and responsibility. Be the best spouse, friend, sibling, parent, and community member that you can.

Winning is all about your attitude toward your potential. Your attitude determines whether you find personal fulfillment. If you don’t believe in yourself, no one else will. You won’t pursue your dream if you don’t believe in your ability to get there. Dreams remain dreams for many who are unwilling to believe in themselves and their potential. Potential is an idle object until motivation puts it in play.

The Brain Research Institute at the University of California – Los Angeles has concluded that the ultimate creative capacity of the human brain may be unlimited. The only limits to reaching higher plateaus of mental abilities are self-imposed.

The key to greater use of this magnificent resource is to remove self-imposed barriers, such as laziness, fear, low self-image, negative attitude. A positive attitude includes healthy responses to the stimuli of life.

A change in your self-image generally precedes a permanent change in personality or behavior, reinforced by a change in lifestyle. As Dr. Denis Waitley states in his book The Psychology Of Winning the self-image can be changed since the subconscious is incapable of differentiating between a real success and a success imagined again and again vividly and in full detail. A Winner’s self-talk is “I see myself changing, growing, achieving, winning!”

Imagine walking with a mirror directly in front of you. Are you projecting self-confidence? Walk with your back straight, your shoulders upright, and your chin up.

How To Keep Your Dream Alive And Possible

A dream may seem far off in the distance but when you take daily steps, however small, the horizon will one day come into focus.

To reinforce your goals you should write them out, as detailed as possible, step-by-step. Keep your written goals close to you and take action everyday. Monitor your progress periodically and celebrate your successes, no matter how small.

Writing clarifies thought and helps break the whole into parts. Writing also helps bridge and integrates the conscious and subconscious minds. This is why so many instructors insist you write something down, possibly many times. It is the same reason many of us had to write something so many times on the chalkboard growing up. Once you have written, “I won’t hit anyone,” a hundred times on the chalkboard, you get the point.

Of course, you cannot have any goal in mind without knowing what end you desire. When I started this book, I knew I wanted to publish it. If I had gone into it without thinking of publishing it, it wouldn’t have got finished. You have to know as specifically as possible what it is that you want to achieve. You also have to believe that you can achieve your goal as well. For example, I may want to be on the best sellers list, but that isn’t really a goal as much as it is a wish. I have to publish a book to have any chance of that occurring. My primary goal would be to write a book first, then get it published second.

Ultimately, we are responsible for our own happiness, our own effectiveness, and our own circumstances. Began within yourself to find the life you really want to live.

Making and keeping small commitments to ourselves help us to establish an inner integrity that gives us the awareness of self-control. It also enhances our courage and strength to accept more of the responsibility for our own lives. One of my commitments was to write at least an hour each day while writing or researching for this book.

It doesn’t have to take a lot of time each day to act on your goal. In just a half hour each day, you will find yourself progressing a lot faster than you think. Considering that most of Americans spend far more time watching television, a half-an-hour isn’t much time. In fact, many people could do this during lunch, or before work. It’s a small price to pay to chase your dreams. Dreams only become reality through action.

Proactive vs. Reactive Behaviors

Each one of us has individual responsibility for our own lives. We are either proactive or reactive in our behaviors.

Highly proactive people recognize their own ability to choose a response. They do not blame circumstances, conditions, or conditioning for their behavior. Their behavior is a product of their own value based, conscious decision, rather than a feeling-based product of their conditions.

Proactive people focus on things they can do something about in a positive, enlarging, and magnifying way. A focus on fewer priorities makes us more productive. When multiple objectives exist, concentrate on one at a time. Strategic items, in contrast to day-to-day issues, require larger blocks of uninterrupted time (week, month, etc.).

Their physical and social environment largely affects reactive people. Reactive people build their emotional lives around the behavior of others, empowering the weaknesses of other people to control them.

Reactive people focus on other’s weaknesses, environmental problems, and circumstances outside their control. This results in blaming and accusing attitudes, reactive language, and increased feelings of victimization.

No one hurts us without our consent. The decision to be hurt by someone else or not is ours.

Avoid stating things in negative, reactive terms. The danger of such language is that it becomes a self-fulfilling prophecy. Embedding negative thoughts into our subconscious mind separates us further from our positive goals. We may want certain things that are good, but if we direct our thoughts against them, we are in conflict. Obviously, we want our thoughts to be in direct alignment with our goals.

More than likely, most people fall somewhere between proactive and reactive. We realize some things are out of our control, but in other cases we have not. In these cases, only part of our energy is focused on what we really want. Some energy is being wasted on things that cannot be changed. In fact, in the larger spectrum of life they may not really matter at all. Imagine how much farther and faster you can get in the pursuit of your dreams if you used all this energy to your benefit.

Strong moral values expand your influence while immorality restricts. To read more about this book or purchase it now, click here for "Secret Techniques of the Successful Moral Manager."

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Create The You That You Want To Be

Even if you don't know what you want to be, you can establish the qualities you'll need to get there.

If you know what you want to accomplish, you are ready to start the process of preparing yourself to attain that goal.  You start from the inner reaches of your being, namely your character, paradigms, and motives.

 

If you want to be trusted, be trustworthy.  If you want to be happy, avoid negative thoughts.  Whatever you want to be, start first with your character.  Greatness comes from within.

Making and keeping promises to oneself, no matter how small, is key to keeping and making promises to others.  Bigger things come from smaller building blocks.

Deal with what is in your control and release your perceived hold of what isn’t.  Your energy is better spent on things within your power.  You are in charge of how you deal with or react to situations.  Exercise caution in reacting when you are angered or disappointed, because you may not be in control of your emotions.  It’s always better to withhold any comments or reaction until you’ve had adequate time to digest everything.

You become the person you want to be by developing successful habits.  A habit is defined as a behavior pattern acquired through frequent repetition.  Stephen Covey expands this definition as the intersection of knowledge, skill, and desire.  You cannot develop a habit without all three being in play at the same time.

Individuals behave according to their perception of reality, instead of true reality.

The Means Is Necessary To Be Effective And Efficient

Is there a football team without a weakness?  No.  However, the team with the most means (talent, health, good manager and assistants, and most complete team) has the best chance of the Superbowl.  The same is true of any company.

You must have the means available (employees, machinery, and time) to get the job done effectively and efficiently .  You can't accomplish more than the means allow.  If you made mistakes, make note of it and rectify the problem.  If there’s a problem you can fix, fix it as soon as you can.  If the circumstance or situation is outside of your control, notify your manager.  Report the pros and cons of your recommendations when letting your boss know what you think is required to make the operation more effective and productive.  Involve your employees and include them in your circle of decision-making.  If you’ve done everything possible to make things work and they don’t, realize it’s no longer in your control.

You must have the means available (employees, machinery, and time) to get the job done effectively and efficiently.

You have a set number of employees, machinery, and time to get things done and unless you can change one of these variables, it’s out of your control. An experienced supervisor generally knows what’s possible, especially when they have tried everything they’ve thought of. That doesn’t mean you shouldn’t keep trying, just that you shouldn’t beat yourself up needlessly. Always try, but don’t allow yourself to feel that you’ve failed.

For example, I agreed to help a Plant that was having a slough of different problems, including delays, service issues, and labor problems.  It didn’t take long to see the many causes behind the problems.  They included:

• Serious lack of communication
• High overtime rates (17% +) that had become the norm. 
• High absenteeism rate (6% +)
• Workplace bullies
• Burned out supervisors
• Cases of harassment
• Shortage of employees – there weren’t enough to staff operations adequately
• Incompetent supervision
• Lack of labor knowledge
• No weekend staffing

Through time, all of these were getting much better except for the overtime rate and a shortage of employees. Continued efforts for hiring approval hit a dead end with the District and Area levels.

Despite the numerous problems, this office still carried the highest productivity in the District. Unfortunately, the high rate of overtime was leading to increased absenteeism, accidents, and morale problems. I requested additional modifications to existing machines to make them more efficient, but the District denied these requests. In the end, there was nothing to do except admit defeat. The means weren’t there to do things the right there, nor any assistance provided.

When It's Time To Hire

Too many employees leads to lower productivity, yet too few lead to problems as well, particularly over the long-term.

I worked for two Plants seeking higher levels of productivity.  The common thought was that cutting hours was the only way.  However, productivity levels remained constant even when there was a reduction in hours.  This occurs at some point, because there can be inefficiencies when too few people run an operation.  Machines take a certain number of people to run efficiently and safely.  Bouncing people from one spot to another, to extreme, is inefficient too.  If you’re running too lean, overtime may creep up.  In addition, if overtime creeps up too high, occurs too often, and lasts too long you risk lower morale levels.  Unfortunately, lower morale inevitably leads to higher sick leave percentages, higher accident rates, and greater employee turnover.

In my experience, employees that work overtime for an extended period, grow accustomed to the extra money, and grow dependent on it.  The problem occurs when the overtime is suddenly gone as is often the case when a new machine or new people are hired.  Suddenly, the employee that is dependent on the extra money in their check is struggling to pay his bills.  Some employees will drag their feet or do things to undermine operations in hopes of working overtime.  A supervisor should keep employees aware of any future changes that are expected.  Inform them how that may affect them.

On the other side, you have the employees that don’t want to work any overtime.  They prefer to work their required eight hours and go home.  These people might have someone they have to take care of, children, or a spouse.  Maybe they just want a better balance between work and their personal life.  When this type of person consistently faces overtime, they are more likely to call in sick when they really need a day off.  After all, they know if they go to work, they are probably going to work forced overtime, regardless of their other obligations. 

The best option is somewhere between too much overtime and too little.  The absence of any overtime, where employees are not exempt, generally suggests overstaffing in production lines.  Likewise, excessive overtime generally becomes costly in terms of additional pay premiums, morale, and accidents.  Each company must determine the overtime percentage that triggers additional hiring or a cut in hours.  This point is found by determining the point at which the cost of an additional employee is cheaper than overtime.  For the company I worked for, we figured that at a consistent overtime rate of seven percent or more it was cheaper to hire another employee. If we were consistently under three percent we did everything we could to cut hours, because we knew things were slower than normal.  We tried to operate between three and seven percent overtime, believing this was the ideal place to be financially.

Note:  these percentage rates were determined under the assumption that everything else remained roughly the same (productivity, attendance, machines, etc.).

Excellent Managers Excel At The Basics

Excellent leaders have a great awareness of the basics and make sure they are done exceptionally well.  Keep things as simple as possible.

“I emphasize the importance of details.  You must perfect every fundamental of your business if you expect it to perform well.”  Ray Kroc, Founder of McDonald’s

I’ve always been amazed at how many managers look for the magic switch that suddenly fixes every problem.  Success is a process of doing a lot of little things right.  The greatest inventions and achievements came after countless trials, errors, and failures.  From each step, a small nugget of knowledge was gained and forward progress was achieved.  Eventually these small nuggets begin to make a big pile of knowledge and the problems diminished.  The last piece of knowledge that we need to finish the job is usually discovered as a result of the accumulated knowledge we gained throughout the process. 

Check your Recording Practices

If your recording practices are flawed your true efficiency and productivity won’t be known.  If you are setting productivity goals, be sure the numbers you are basing them on are accurate.

The more variables involved, the more likely you’ll find problems.  Likewise, if the goals were set a while ago, it might be time to look at them again.  If technology or procedures have changed, the goals might be dramatically understated.  The ideal goal is one that requires some stretching, yet is achievable.  If you make it too easy, it won’t be effective in raising your efficiency.  Similarly, if the goal is set too high, it will do nothing but frustrate your employees.

There’s a lot more to the basic equation, Productivity = Hours / Pieces Worked, than first meets the eye.  These include: 

1. What hours are currently counted?
2. Whose hours are included?
3. Are there any other operations that should have their hours included?
4. Are there any operations that shouldn’t be included?
5. How do you measure productivity in areas where piece counts are unavailable?
6. Of the pieces worked, are reject and discarded pieces subtracted out?
7. What level of quality is required and how do you verify it?

The general process of evaluating procedures is to map every input into the operation, identify errors; and calculate the real throughput that is possible on machines.  When I say real throughput, I don’t mean the throughput that is possible if there are no mechanical or operator problems.  I’m talking about the throughput that is possible on most days, allowing for a certain amount of time for mechanical and operator problems.

For example, my company had machines that had listed throughputs of 40,000 pieces per hour.  However, in actual use they did about 32,000 pieces per hour.  If you were to base your budgeted hours and productivity goals on the higher figure, you would be gravely disappointed in the results.  The latter number is the more appropriate number to base any projections.

Re-evaluate any goals that may be outdated once new technology, modifications, or improved processes are put into place.  The worst thing you can do is have goals that aren’t in line with the capabilities of machines and people.

A Leader Must Establish Consistency To Achieve Expectations

If a leader doesn't show consistency in his or her decisions, employees will be confused as to the direction they are to take.

A leader should be consistent in his or her decisions, actions, and behavior.  Employees won’t know what to expect if your decisions constantly change.  Expectations must be known or they will remain expectations.  Excellent companies make their goals and expectations clearly and widely known.  They have a true focus of where they are, what they are capable of, and where they are going.  They know that the maximum effort of every person in their organization is ideal and unclear expectations undermine that effort.

Consistency means that you make the same decision when the factors at play are the same.  Vacation scheduling that has always been the same way each year shouldn’t be changed without prior notice.  The proposed changes should be thoroughly discussing with all affected parties first.  Consistency demands equal pay for equal work, equal punishment for equal acts, and equal treatment regardless of sex, race, belief, religion, etc.

Maintaining consistency doesn’t mean that you can’t change.  Change is inevitable and required for businesses to survive.  Consistency simply means that you clearly communicate changes, goals, and expectations.  Eliminating confusion and simplifying things to every extent possible make for a more productive, efficient organization.

The Leaders' Law Of Cause And Effect

Every action has a reaction nearly equal in intensity.  How do you tap it for the intended effect?

This natural law suggests that for every cause there will be a nearly equal effect in intensity.  If we make good use of our minds, skills, talents, and time, it will show in our outer lives.  Did you know that scarcely one in a thousand individuals put his or her time anywhere near its potential good use?  It’s true.

"When we see two facts accompanying one another for a long time, we are apt to suppose them related as cause and effect." --Thomas Jefferson to James Maury, 1815. ME 14:319

Imagine what you can accomplish if you were one of these one-in-a-thousand people.  Feed your body good food, get decent relaxation and good sleep, learn, develop, and maintain self-control (be responsible and accountable) and you can be everything you want to be.  Feed your mind only positive thoughts, clearly define your goals, take action every day, and view failures as mere learning experiences.  Dwell on your goals morning and night with pictures and emotions, as if you have already achieved it.  As my wife often reminds me, everything happens for a reason.  Life experiences, both good and bad, are necessary for growth.  What we make of each determines the life we will have.  

One important key to learning is learning to be a good listener and interviewer.  No one learns by talking, but by listening.  Learn to ask questions and build off those questions.  A lot can be learned very quickly from asking the right questions from the right person.

The Characteristics Of Successful Leaders

Even thought the basic traits of successful leaders are basic, few have them while others don't desire to lead.

Generally, successful leaders share four basic traits.  These are:

1.           Intelligence (technical and people smart)

      2.           Self-confidence
      3.           Communication skills (personal and group)
      4.           Sensitivity to group needs (empathetic)

Leaders/winners are responsible and accept accountability for their own actions.  They realize that everything they do in life they have decided to do and nothing they have to do.  They are not the puppet, but the puppet master.

Winners make things happen by pursuing the development of their potential, consistently and endlessly.  They leave nothing to chance and take responsibility for everything they do, and for making the best use of their talents and potential.

Effective Delegation

Personal and organizational growth is dependent upon effective delegation, which is important to effective management.  Effective management must focus on results instead of methods.  Stewardship delegation involves giving people a choice of method and makes them responsible for results.  It takes more time up front, but it’s time well spent.  Stewardship delegation includes:

1. Clear, joint understanding of the desired results.
2. Established guidelines that identify the parameters the individual must work within.  Minimize parameters to every extent possible, while listing formidable restrictions.
3. Identify what resources he or she may draw on, including financial, technical, organizational, and human resources.  Let them know what they can’t do, but not what to do.
4. Discuss how performance will be measured and at what intervals reporting and evaluation will be done.
5. Specify the end result of either a positive or negative evaluation in regard to such things as awards and/or different job opportunities.

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Improving Performance – The PRICE system

Blanchard and Lorber, Ph. D’s and co-authors of Putting the One Minute Manager to Work, explain how to involve everyone in improving performance in their PRICE system.

They suggest the following five steps:

1. Pinpoint:  define key performance areas in observable, measurable terms.
2. Record:  performance measurement
3. Involve:
1. Share information with whoever is accountable and/or can influence performance
2. Involve in establishing activators (areas of accountability, performance standards, instructions)
3. Consequences for goal accomplishment have to be agreed upon.
4. Coach:  how are you going to supervise, observe their performance, and give them feedback
5. Evaluate:
1. How will it be done
2. Anticipated payoff for established performance
3. Involve employee via self-evaluation
4. As performance improves feedback sessions should be scheduled less frequently.  You want to gradually give more and more responsibility to them for monitoring their own performance.

Like any other system, if it is failing, check the input variables for inaccuracies, inconsistencies, consequences, etc.  Perhaps the goal is too easy, or maybe too difficult to achieve.  Maybe there are non-motivating consequences involved.

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Understanding the thinking of a Micromanager

Micromanagers love asserting their power and authority just because they can. They control others with an uncompromising sense of entitlement and self-interest.

They don’t trust people to assess their own workload, so they routinely dictate priorities and distort deadlines. They are notorious for interrupting others, misusing and mismanaging meetings, and perpetuating crises.

Micromanagers want everything done their way. After all, they think the boss knows best. They dismiss others’ knowledge, experience, and ideas then hover over them to make sure they’re doing things their way.
Micromanagers share responsibility, but not authority. They allow no one to move forward without their approval—even on routine or time-sensitive matters.

Micromanagers monitor others to death—requiring a stream of needless reports that focus on activity over outcomes.

Tips to Dealing with one

Every micromanager has an agenda. Find out what it is and work with him. The micromanager feels compelled to know what’s going on. Find out what he needs to feel confident and comfortable, and then get it to him.

The micromanager fears things remaining stationary or at the same pace more than other managers.

- Confusion runs high with the micromanager. Clarify your
conversations and agreements in a trail of memos and e-mails.
- The micromanager is notorious for piling it on.
- The micromanager loves to impose and even distort deadlines. Be the
first to talk—offering a timeline for when you can do a task (not
when you can’t).
- The micromanager enjoys catching people in the act. Avoid being an
easy target and play by the rules—particularly on policies regarding
time and technology.
- The micromanager backs off with some more than others. Watch them
closely to learn the secrets of their success.

The micromanager will go to war on every issue. If you’re going to stand up to him, pick the battles that are most important to you.
Managers of supervisors need to know their place. That means directing and coaching them (supervisors) without interfering with their operations directly. They shouldn’t be directing employees when the supervisor should be. They shouldn’t be doing the scheduling, vacation calendars, or over-ruling the decisions of their supervisors.

Micromanagers that fail to leave decision-making to supervisors undermine their own success. Supervisors will feel unappreciated, a feeling of distrust, and a lack of importance overall. This results in the opposite effect of empowerment and is destructive to the workplace.

- - - - -

The first two years after my boss first arrived, he was very good for leaving decisions in the proper hands. Employees knew they had to deal with their supervisors. This eventually changed as employees who were refused days off by their immediate supervisor went over their head and got it approved. Next, the boss demanded the vacation calendar. Finally, he was meddling in other personal conflicts on the floor that should’ve been left to the floor supervisor. This problem grew to the point where people got what they wanted from their supervisor or they’d say, “Fine, I’ll just take it to Jim, he’ll okay it.” Eventually, Jim realized we were being played by some of the employees and stopped this bad practice.

----------------------
James 14 - What good is it, my brothers, if a man claims to have faith but has no deeds? Can such faith save him? 15Suppose a brother or sister is without clothes and daily food. 16If one of you says to him, “Go, I wish you well; keep warm and well fed,” but does nothing about his physical needs, what good is it? 17In the same way, faith by itself, if not accompanied by action, is dead.

James 2:26 - - As the body without the spirit is dead, so faith without deeds is dead.

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Vocational Needs

If your organization is failing to provide the vocational needs that your workers desire, they aren’t going to be satisfied or motivated to do their best work. Successful managers will try to fulfill as many of these needs as they possibly can. In doing so, they will find a happier, more content workforce that produces more. Employees are more likely to be motivated when they are used according to their capabilities. When they’re not, the result is failure, a powerful demotivator, and continuous failure can drive motivation to non-existence. Managers must maximize motivation while downplaying failures.

Do you really know what you’re looking for in your job? Can you answer the following questions or are you unsure?
- What intrinsic or extrinsic rewards are you looking for?
- Is your boss helping you in ways that he or she can?
- Is he or she taking credit for your accomplishments without
recognizing you in any way?
- When raises are given, does everyone get the same even though some
aren’t doing nearly the same as you and you have identical positions?
- Is your boss holding you back from what you want?
- Have you made your boss fully aware of your goals?
- Do you like what you’re doing?
- Is your job rewarding and challenging?
- Does your job allow you the freedom to be innovative, creative, and
give input?
- Does your boss undermine you and your authority, or promote you and
your interests?
- Does you job allow you enough time to have a healthy existence outside
of work?
- Are you locked in place or are there promotional opportunities?
- Do you feel appreciated, respected, and properly rewarded and/or
compensated?
- If you hate your job, why are you staying? Are job security, more
pay, and benefits worth your unhappiness?
- In five years what do you want to be doing? In ten? In twenty?

These are important questions that you should know right off-hand. A person has to know what they want and take a path that allows them to get it.

A supervisor should do whatever he or she can to fulfill the vocational needs of each of their employees. Employees that receive the investment of time and money in their development are happier and make better workers. If you want them to take ownership of their positions, take accountability, and accept responsibility, you must give them the ability to affect their work. The supervisor should negotiate goals with the worker and leave the methods to them.

------------------------------

Vocational needs taken from the Minnesota Importance Questionnaire (see Psychology – Human Relations and Work Adjustment, 7th Edition, pp. 144-145) include:

Ability utilization --The need to use one’s abilities.
Achievement -- The need to get a feeling of accomplishments.
Activity -- The need to be busy all the time.
Advancement -- The need for opportunities to advance.
Authority -- The need to be able to tell others what to do.
Company policies and practices -- The need for fair administration of company policies.
Compensation -- The need to be paid well in comparison with others.
Co-workers -- The need for co-workers who are easy to make friends with.
Creativity -- The need to try out some of one’s own ideas.
Independence -- The need to be able to work alone on the job.
Moral values -- The need to be able to work without feeling it is wrong.
Recognition -- The need for approval and acknowledgment for the work one does.
Responsibility -- The need to make decisions on one’s own.
Security -- The need for steady employment.
Social service -- The need to be able to do things for other people.
Social status -- The need to be “somebody” in the community.
Supervision – human relations -- The need for a boss who backs up the workers.
Supervision – technical --The need for a boss who trains the workers well.
Variety -- The need to do something different every day.
Working conditions -- The need for safe, clean, and secure conditions.

Six values underlying these needs that are important for a work environment are:
1) Safety (predictable and stable).
2) Comfort (comfortable and free of stress).
3) Status (provides recognition and prestige).
4) Altruism (fosters harmony with and service to others).
5) Achievement (encourages accomplishments).
6) Autonomy (stimulate initiative).

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Productive Meetings

Are your meetings all about you lecturing and everyone else listening? If it is, you can bet they are drifting off to another place far away. Personally, I find such meetings tortuous. If the topic isn’t interesting, or there is no interaction, I’m doodling in my notebook praying for it to be over. Meetings should focus on a specific theme, so people aren’t bounced all over the place. If you want to hold their interest, there must be active participation.

When you need to motivate and enlist the help of your employee’s you should meet in small groups. Each person should receive an advance copy of the agenda and what subjects they should be prepared to discuss. This would give each the opportunity to ponder his or her ideas, talk to others, and decide what they want to share with the group.

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Recognition

Recognition is important to every organization, but must be carefully done to avoid harm. Recognition should be reserved for those whose behavior exemplifies:

-Superior service
-A positive attitude
-Good attendance
-Effectiveness
-Innovation
-Initiative
-Loyalty
-Leadership
-Teamwork
-Efficiency
-Quality

Every recognition system should have a process that fairly and reasonably reconciles performance gaps. This happens when employees fall short of their marks for exceptional reasons or supervisors fail to clearly specify expectations.

I have been a participant of many incentive programs that seemed designed to deceive people into being motivated. The deck seemed stacked in our favor early in the year, but seemed to slip quickly away as the end of the fiscal year neared. It turned out that headquarters designed systems that were easier to meet initially, but incredibly difficult at the end of the year. In the end, we felt deceived and betrayed. One program after another seemed to do exactly the same thing. Soon everyone started wondering how headquarters got us the next time an incentive plan came around.

The program that has been in place since 2004 contains various loopholes. It is comprised of many variables outside of a managers’ control, leaving them at the mercy of their workers and headquarters to decide what kind of bonus/raise they received at the end of the year. Revenue projections for each office failed to take into account the economic constraints of each. A small office stumbled financially when a single business closed. You could ask for reconsideration based on this argument but you were unlikely to get a positive ruling from your boss. Worse yet, if you decided to appeal his or her decision, it went back to them and then on to their boss. Their boss just rubberstamped the same decision for them. Exceptions were possible but I never heard of it. This motivation system failed to accomplish anything but de-motivate managers.

A larger problem was that a person could easily see where their bonus was approximately going to be months in advance. Some that knew their fate figured that if he or she were going to fail why not fail larger and make it easier the following year. This system could fail you year after year, even when you tried earnestly to do the best you could. Potentially, you could be raising your bar of expectation year after year without ever getting a decent raise. In fact, this is where many managers fall every year, despite any level of effort. Ideally, all superior achievers could reach the top. This system left little in your control and left many things to luck or circumstance. It was simply a losing proposition.

The objectives you exchange with your boss are not the same ones your raise depends on. They were goals that were to be achieved in addition to the many already determined by headquarters and the area. The program determined your raise through a weighted average of local goals (70%) and corporate goals (30%). The local goals were comprised of:
- Revenue (35%)
- Total work hours (35%)
- Scan rates (20%) – comprised of two different components
- Customer Satisfaction Measurement (10%)

The corporate goals included 10 different objectives, well outside the control of a single manager, especially those in small offices.

Problems:

- Work hours depend in part on environmental factors, retention, and training. Unfortunately, training hours counted against your performance and discouraged it. Once I had to fire an employee and the office worked shorthanded until a new employee was hired. This affected the expenses of the office and counted against my performance. Budget adjustment requests were denied. Additionally, new employees required forty plus hours of training before they could begin productive work. In a small office, this single-handedly blows the work hour goal apart. There are supposed to budget adjustments for such items, but there is no guarantee that you will get it. In fact, one year after promises of numerous adjustments I received none at the end of the year and my boss made no adjustment for it.
- Scan rates didn’t account for pieces that wouldn’t scan; no efficient tracking program was in place to find problems.
- Too many objectives (five local + 10 corporate) many of which are outside the realm of influence by managers.

A well-designed incentive-pay plan can bind people and objectives together, offering a significant advantage in the competitive marketplace. On the other side, a poorly designed plan can de-motivate. If there’s a flaw in the plan, it will be found and exploited. Likewise, if the plan contains variables out of the managers control, it can have an adverse effect. For example, one incentive plan I know of is based largely on achieving certain revenue goals. However, revenue goals for large and small offices aren’t equally achievable. When you’re in a small community and a single business leaves, your goals can become impossible. Larger offices, on the contrary, have other businesses that they can pursue for additional revenues.

There is still one way for the upper manager to spare the harmed supervisor and that is by making an exception for this occurrence. They need to consider what the revenue would have been had the company not pulled out and everything else had been the same. When the upper manager refuses to consider this exception the supervisor loses faith in the program and the manager. This is exactly what the incentive program was supposed to eliminate. When you dock others for things out of their control you are really saying “I don’t value you or care for your explanation.”

Incentive plans should have goals that are simply stated, have no hidden agenda, and be easy to track. If you can’t pinpoint the source of the problem(s), the variable shouldn’t be included in the incentive plan. You must be able to affect the outcome for it to be a variable in the incentive plan. Unachievable expectations that are outside of a persons control, does nothing but irritate and demoralize employees.

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Integrity is Everything!

A researcher from Santa Clara University in California conducted a study of 1,500 business managers that revealed what workers value most in a supervisor. Above all else, workers wanted a manager whose word was good, who is honest, and trustworthy. Employees also said they respected a leader with competence, able to inspire workers, and skilled in providing direction.

Follow your conscience. Our conscience, as defined in 1974 The Merriam-Webster Dictionary, is the consciousness of the moral right and wrong of one’s own acts or motives. When you do acts that are morally wrong, your conscience is often burdened with guilt and remorse. Many times sleep is lost, your thoughts are muddied, and your focus isn’t there. Obviously, these detract you from your true desires.

When you remain morally right, you build trust, honesty, and integrity in those around you. Every manager must have these traits to be successful. As our conscience drives us towards a higher level of morality we continue to experience more personal freedom, power, security, and wisdom. Higher echelons of conscience (morality) require learning, commitment, and acting along the way.

You show integrity by being loyal to those who are not present. Defending the absent retains the trust of those present.

People who intentionally and repeatedly abuse trust must be removed from the organization because you must be able to trust all of your people all of the time.

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Proverbs 10:9 - - The man of integrity walks securely, but he who takes crooked paths will be found out.

Proverbs 11:3 - - The integrity of the upright guides them, but the unfaithful are destroyed by their duplicity.

Proverbs 13:6 - - Righteousness guards the man of integrity, but wickedness overthrows the sinner.

Psalm 15 – Truth is at the heart of every word and deed of a godly person.

Philippians 4:8 – 9: 8Finally, brothers, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable – if anything is excellent or praiseworthy – think about those things. 9Whatever you have learned or received or heard from me, or seen in me – put it into practice. And the God of peace will be with you.

Ephesians 5:5 - - For of this you can be sure: No immoral, impure or greedy person – such a man is an idolater – has any inheritance in the kingdom of Christ and of God.

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