On Sunday the Obama team fanned out to deliver their talking points - and you have to wonder whether they’d had their coffee- or even glanced at the weekend ”talking points.”  On the topic of jobs “saved or created” (which in and of itself is a ludicrous concept, impossible to prove or substantiate) they simply didn’t have their stories straight.  The Keystone cops look like a well-oiled tactical team by comparison.

By mid day Sunday, the three White House advisers had appeared on the Sunday news programs with three vastly different estimates of how many jobs could be credited to President Obama’s Recovery Act.

Valerie Jarrett: “The Recovery Act saved thousands and thousands of jobs.” (playing it safe)

Robert Gibbs: It…“saved or created 1.5 million jobs.” (the middle guy)

David Axelrod:  It has…”created more than – or saved more than 2 million jobs.” (swinging for the fences)

Read the full scripts of their comments on Politico by clicking here. 

What Went Wrong?

Not only did the three amigos fail to sync up their fairytales and agree on a manufactured number, they further eroded their credibility with the spin.  Is there an American not in a coma who isn’t aware that the “real” unemployment rate is about 15% right now?   Even Obama’s ardent base of supporters must be wondering which planet these folks are living on.  I took this statement off of the Bureau of Labor statistics web site:

“In December, both the number of unemployed persons, at 15.3 million, and the unemployment rate, at 10.0 percent, were unchanged. At the start of the re-cession in December 2007, the number of unemployed persons was 7.7 million, and the unemployment rate was 5.0 percent.”  

The Obama gang is also losing ground trying to persuade Americans that jobs are suddenly ”job one” for the administration.  Two weeks earlier, prior to the seismic shift in politics called Scott Brown, was there any question that health care was “job one.”   Confused?  Or just seeing right through the rhetoric?

Business Leaders Are Also Acting Stupidly

If you read my blog regularly you know that I don’t often comment on politics.  However, there are so many lessons for business that I simply cannot ignore what’s happening now. 

A good friend recently suggested I should actually write a book called “How Stupid Can You Be.”  The more I think about it, the more I like it.  This book could write itself. 

Who can forget the image of the CEOs of the major automakers flying in on private jets, and then putting their hands out for a taxpayer bail out?  

And, what about the four most powerful bankers telling a congressional committee that they were “victims of circumstance”  unable to anticipate the near collapse of our financial system and therefore should not be held responsible for their role in upending the global economy.  I’m not saying there isn’t plenty of blame to go around but these types of answers make your brain hurt.

 . 

So the Obama administration has certainly not cornered the market on stupid pet tricks.  Businesses  make the these mistakes all the time.  And I believe the root of it is that some people are just arrogant enough to think people aren’t paying attention, or don’t care.

 How to Avoid this Stupidity:

• Do what’s important first
• Acknowledge contradictions
• Protect your integrity
• Give an honest analysis
• Don’t make up the facts
• Don’t be tone deaf
• Stop treating people like idiots 

As always, I welcome your thoughts…

1 Comment »

Leadership guy Jon Gordon is writing about a timely topic. The author of  Playing to Win, What the Best do Better Than Everyone Else, and Training Camp, Ten Rules to Fuel Your Life, Work and team with Positive Energy, writes this week that “There was a time in most of our lives when we had no fear-that feeling when we jumped from the jungle gym and slammed our little bodies to the ground.”  He says we “felt there was nothing we couldn’t do.”  Yet somewhere along the way Gordon notes that we start to understand what it means to be fearful, and “let fear into our lives.”  And this of course, changes the way we approach our careers and our lives.

This is a timely message.  Even the most intrepid, courageous leader has been battered by tough economic times.  No question that the downturn has helped us focus on the highest priorites, improve efficiency, and execute with fewer resources.  Yet now is not the time to operate in fear. It’s time to screw up our courage, dive in the pool, and encourage our teams to do the same.  We’ve need to break away from the negative energy that is feeing our fears and insecurities; stop listening to the inner voice that says we shouldn’t or can’t.  As Gordon says, “go after our dreams.”  What’s at stake is not just the opportunity in front of us.  Living in fear can become a habit that keeps us stuck for the rest of our lives.

If you “play to lose,” and communicate this to others, then everyone in your organization will do the same.  That’s why everytime you speak with your direct reports, your teams, and your organization you need to get focused and feel the courage. People aren’t just listening to the words, they are reading between the lines.  You can’t fool them.  Take charge of your emotional state before you speak.  Communicate wih confidence. Invite others to make courageous decisions.  Make them believe in themselves.  Encourage them to lose the fear. 

As I’ve discussed in Motivate Like a CEO, leaders are the keepers of the emotional life of their organizations.  In challenging times, they must take control of their emotions and lead the way.  If you are a leader, now is the time to take an emotional inventory, before you stand up to speak.  Get in touch with your own courage, and then, light a fire; make them believe. If you live and work with zeal and act with courage they will do the same. As Gordon puts it, “overcome fear and adopt a play to win mindset.”   

No comments »

The Wall Street Journal’s Cari Tuna reports today that the companies are returning to a process of planning and preparing responses to imagined changes or conditions.  This practice, pioneered by the US military during the 1950’s, helped Shell Oil weather oil supply and price shocks better than competitors during the 1970’s.  It’s not about predicting the future but thinking through the best and worst case scenarios.  

Of course the recession has heightened interest in preparedness.   While we’re all hoping and expecting the economy will rebound at least in 2010, even the most optimistic leader has to think about the unthinkable and plan for it.  Shocks, disruptions, unanticipated consequences, new legislation, geo political forces, even good news that results in huge orders can create stress. 

As you talk about scenarios with your team, I would encourage you to include a communications plan in your scenario building exercises.  Communication plans are often an afterthought and not well executed.  A communications plan it will provide some structure in a stressful time.  

I would also encourage you to sit down with your team and get them involved in the scenario conversation.  In this situation or that, what would they expect in their part of the business?  How would they recommend the company respond?  You will probably hear stuff you hadn’t considered.  Ask them, “What should I be thinking about?”  Get the best minds on your team focusing now, when they can consider it rationally and thoughtfully. 

One reason so many companies have fared poorly these last 12 to 18 months is that they’ve been scrambling to make up responses and communicate in situations they never anticipated.  In crisis communication breaks down; people don’t receive information well, they don’t process it well, and they don’t articulate their ideas clearly.    

I would also resist the temptation to make predictions to your team.  Provide insights about what you think might happen in the coming months and help them see what you see.  You don’t have to have all the answers.  Ask the questions and get other people to help you figure it out. 

To read the WSJ article click here.

No comments »

If you subscribe to the idea that workplaces operate a lot like families (the personalities, the relationships, the challenges) then you might be interested in some information I found while researching the long term impact of crisis on a family.  This information came from the Head Start program model for assessing crisis.

As you read these, ask yourself how it might apply to your team or organization.

During a crisis, people tend to:

Have difficulty thinking clearly.  People in crisis may quickly skip from one idea to another in conversation, making them difficult and confusing to follow.  They may have trouble relating ideas, events and activities to each other in a logical way.

Dwell on meaningless activities.  In an attempt to combat anxiety, people in crisis may become overly involved in activities that are not productive.  They are likely to need considerable help in focusing on activities that bring the crisis to an end.

Express hostility or numbness.  The feeling of loss of control and vulnerability experienced by most people in crisis may be expressed through hostile words and actions directed toward anyone who intervenes in the situation.  Others may withdraw or experience depression; they seem not to care about the crisis or its outcome

Act impulsively.  Although some people become immobilized in crisis situations there are others who react impulsively without any regard to the consequences of their behavior.  This makes a complex situation even more difficult to resolve.

Feel incompetent.  A crisis presents a threat to one’s sense of personal competency and self-worth.  To counter low self-esteem, people in crisis may assume a façade of adequacy or arrogance.

How can you counteract the impact of a prolonged state of crisis in your organization?  Here are 7 steps you can take immediately to help you take the pulse of individuals and the organization as a whole, and get people focused and on track:

1.    Schedule meetings with individuals on your team

2.        Ask them about projects they enjoy or would enjoy doing

3      Facilitate ways for them to do work they enjoy that has an impact on the organization

4.      Schedule the next meeting in two to three months to check in on how they’re doing

5      Talk about the big picture people long to work for a purpose greater than themselves

6.      Focus conversation on the future – exciting opportunities ahead – this is one of the most important tenants of crisis communication – help people see what is possible

7.      Talk about it in your meetings, your conversations and your emails – a steady flow of positive, future focused communication will alter the din of bad news

For more tips on how to lead during crisis, go to the articles section of our web site:

www.bates-communications.com/articles and click on leading in crisis.

Or go to our bookstores and order a copy of the booklet: The Power of Adversity, How to Communicate with Confidence, Make Powerful Connections, and Thrive in Challenging Times

No comments »

Do you remember where you were September 15^th, 2008.  No?   My day began with a staff meeting and lunch with one of our consultants, the afternoon, a scheduled meeting with a prospective client was postponed.  Not a particularly memorable day.  Funny I had to look back at my calendar.  How about you? Still nothing coming to mind?  Interesting, because that was the day everything changed.  That was the day they threw out the rule book on business as we know it.

September 15^th was the day that Lehman Brothers filed for Chapter 11 bankruptcy protection, the largest bankruptcy filing in US history.  The Dow Jones closed down 500 points that day, at the time, the largest drop since September 11^th.  Five days later, Lehman Brothers was liquidated, beginning a tsunami that took down the credit markets and launched an economic meltdown around the world.

Yesterday, Nobel Prize winning economist Paul Krugman declared that the recession (which technically began back in December 2007), should end by  September 2009.  But what will that mean?  He also predicted that unemployment will continue to rise.  That’s what I mean when I say the rules have changed.  We’re hanging on for “back to normal” but nobody knows what it will look like.

Since we don’t know what to expect, it’s time to prepare for the new normal - an extra level of preparation for our career path as well.  Imagine you’re taking a day hike in the mountains - when you were younger, you might just have grabbed a bottle of water and a granola bar - but if you’ve ever experienced any uncertainty while hiking - the feeling you’re not sure whether you’ve taken the wrong path - and you’ve heard about other hikers being lost for days - you realize that isn’t going to do it.  To be sure you get there and back you decide to pack a compass, rain gear, substantial provisions, matches, and a fully charged cell phone.

The analogy to career preparation is that to be certain you get where you’re going, relying on your wits probably isn’t enough.  You’ll be far better off if you have mentors, coaches, trusted advisors and a team of colleagues you can rely on.  If your company is offering training and development, you need to take advantage of it - especially develop skills that are not your strengths.

In that spirit, I want to let you know that our next Speak Like a CEO Boot Camp has been scheduled for October 15th and 16th in Boston and it is going to be a dynamic session.  If you sign up this week we’re also giving you a complimentary coaching session.  It’s an hour and a half, one on one, with one of our top coaches.  This is the first time I’ve ever done this and it may be the last.  So if you’re really interested in attending our boot camp, this would be the time to let us know.  Contact Meredith O’Connor by Friday to take advantage of this offer.  moconnor@bates-communications.com

No comments »

Here’s our latest press release - just  out this morning - on motivating employees.  Please read on, it may alter some of your assumptions about how to retain top talent and motivate people –through this economic recession and beyond.

The Top 5 Myths About Motivating Employees

Dangerous in a recession, deadly in a recovery

MEDIA CONTACT:
Sal Vittolino
Phone: (610) 359-8773
mailto:salvitt@comcast.net

In a typical workplace, only 29 percent of employees are actively motivated and engaged in their jobs, while 71 percent are unmotivated and disengaged - either not engaged at all (54 percent) or are actively disengaged (17 percent) - according to the Gallup Management Journal’s Employee Engagement Index.

“While there has been a slight uptick in employee motivation in recent surveys, this may be only temporary because it’s based on survival. As the pendulum swings back, employers should watch out - because employees will look at their jobs and their companies differently,” said Bates.

The Top 5 myths about motivating employees, according to Bates and “Motivate Like a CEO,“ are:

Myth #1: Money is the number one way to motivate employees. “Salaries and bonuses have been the staple of motivation. Most companies relied primarily, even completely, on monetary rewards,” said Bates. “Money is only one of many factors in motivation. Yet companies have become lazy about motivating people instead of giving them what they really crave, which is recognition, praise, and the opportunity to learn.”

Myth #2: If you want to motivate people, don’t let them in on the bad news. “This is a particularly damaging myth. Bad news always gets out to employees. They hate it when you hide bad news; they consider themselves partners in the company, and they long for a chance to contribute and make a difference, especially in tough times,” said Bates. “The surest way to motivate people is to empower them even with terrible news, so they can come to terms with reality, think their way through the crisis, and contribute to creative solutions going forward,” said Bates.


Myth #3: Most employees know what motivates them. “Many people are searching for a larger purpose, and they are not finding it in their work,” said Bates. “In challenging times, employers can become a powerful source of motivation and pride among talented people. In a downturn, leaders must talk to employees and help them discover who they are and what motivates them. Spend time with them; ask them why they enjoy the work, what they enjoy most, how they want to contribute, and where they see themselves in the future,” said Bates.

Myth #4: You simply cannot motivate everyone. “This was true in boom times, when organizations were bloated and some people you hired were marginal. Those days are over,” said Bates. “Now that companies have downsized and are arguably leaner and meaner with the best talent, this is a damaging assumption. It is a leader’s responsibility to motivate employees. It’s time to stop blaming employees, and start looking to leaders to ignite the spark,” said Bates.

Myth #5: People are just grateful to have a job, and this attitude will survive the downturn. “Top talent will always have a place to go, and while they may have had less mobility during the recession, your competitors are already looking around to see who is unhappy and ready to leave,” said Bates. “Employers who keep believing their people are just grateful to have a job will be blindsided when their top talent walks out the door because they don’t have leaders who are engaging them, praising them, recognizing them, and giving them opportunities to grow.”

If you are member of the media and would like to schedule an interview or set up a time to speak with Suzanne, please contact: Sal Vitollino - salvitt@comcast.net

No comments »

According to new research, employee engagement decreased during the first year of the recession and has since bounced back. Modern Survey’s Employee Engagement Index found in February 2009, more employed American adults than in August 2008 said they take pride in their company, see a promising future there, and go “above and beyond” for the company’s good.

“It’s important to note that our survey only included people who haven’t lost their jobs and are currently employed,” said Bruce Campbell, a Senior Consultant at Modern Survey. “I think most people these days realize that there is nothing like a guarantee of job security anymore. Most of us know good, hard working people who have lost their jobs through no fault of their own. Perhaps more than ever, employees are feeling a real sense of gratitude that they still have jobs, and have come to understand that the best thing they can do to improve their chances of keeping their jobs is to do whatever they can to contribute to the near-term success and long-term viability of the organizations they work for.”

Modern Survey says these results suggest that the majority of employees are motivated to do their part to help the organizations they work for survive the current economic crisis. That’s what I call a strong, common purpose.  They’ve rallied around their organization knowing that it may not survive without their enthusiasm, energy and support. 

As the survey authors report, that’s very good news for executives and managers in the short term. But looking forward, what can employers expect as the economy eventually recovers and employment opportunities begin to improve?

According to Modern Survey’s President, Don MacPherson, there has been a major shift in how people view their employment. “Right now many people feel very fortunate to have their jobs. A year ago the same people may have felt they were entitled to their jobs. Everyone knows someone who has been affected by a job cut or layoff. The surge in cuts and general employment uncertainty is real enough to change perceptions and behaviors.”

Because behaviors have been changed does not mean they will last. MacPherson says organizations need to pay attention to their employees now more than ever. “The last thing you want to do as a manager or senior leader is take your employees for granted now. Companies will have fewer people taking on greater responsibilities. Those organizations that neglect their employees by failing to provide recognition or developmental opportunities risk losing people as the economy improves and other opportunities present themselves.

“I can’t stress the importance enough of checking in with your employees throughout this downturn. No management team wants to struggle during these challenging times only to lose those people who got the company through it because they were ignored.”

When I wrote Motivate Like a CEO, we were at the beginning of a downturn that no one could have anticipated would be as deep, wide and painful as it has been.  Yet, it became clear that the principles of motivating and inspiring a team that worked in good times were even more important to know, in times of hardship.

If your employees are highly motivated now, will they feel as united and committed when the economy improves?  This depends upon how well you engage them.  Here is a brief on the eight principles of motivating through communication:

1.   It begins with you: your purpose and passion - a leader can only motivate others if he or she feels passionate about the work and the organization

2.   Communicate a clear powerful mission - beyond survival, what is the exciting vision you want your employees to embrace?

3.  Learn what motivates people - after the economy begins to recover and they feel more secure in their jobs, what else will keep them as engaged as they are now?

4.  Make a personal connection with others - in times of crisis, leaders tend to retreat and carry the weight of the world on their shoulders but instead they need to reach out to others.

5.  Make the conversation about them - the easiest way to discover what connects people to your organization is to ask them.  Find out what they love and what they find rewarding.

6.  Praise, recognize and reward - a precision tool in leadership, which allows you to recognize the employees who represent the behaviors and values you want to drive through the culture

7.  Walk the talk - when people see the leader of their team or organization doing right by others, they are proud of where they work and try to emulate those behaviors and actions.

8.  Empower people - in a crisis - you’re looking for great ideas and give people latitude to execute.  Be sure you continue to show the same confidence in them when things improve.

2 Comments »

Motivate Like a CEO was published just as many Wall Street CEOs were being outed for their excesses.  The last few months have been dominated by news of executives taking big bonuses, in spite of of the fact that their companies have lost billions.  They have flown in their private jets to Washington D.C. to beg for government bailouts, and they’ve laid off people who had trusted them to make good decisions. 

I’ve been asked more than once, quite legitimately, ”How relevant is a book on how CEOs motivate people, when many CEOs are hardly acting in the best interest of their companies?” 

Of course, there is an answer and its a good one.  Thousands of CEOs are out there right now, doing the right thing, setting an example, sacrificing everything, and looking out for their people.  

The latest case in point: Paul Levy, who runs Beth Israel Deaconess Medical Center in Boston.

Levy was wrestling like every CEO with how to cut costs.  He walked around his hospital and saw  technicians, secretaries, administrators, therapists, nurses, the people who are the heart and soul of any hospital.  It looked like keeping all of them with the economy in freefall was going to be impossible.  

As Kevin Cullen reported in the Boston Globe, Paul Levy made a last minute decision based on his gut.  He got up infront of the entire staff and said, “I want to run an idea by you that I think is important, and I’d like to get your reaction to it.”  He went on to explain that he wanted to protect the lower-wage earners - the transporters, the housekeepers, the food service people.  But he explained it would mean the rest of the hospital employees would have to make a bigger sacrifice.   ”It means that others will have to give up more of their salary or benefits.”

Cullen reports Levy had barely gotten the words out of his mouth when Sherman Auditorium erupted in applause. Thunderous, heartfelt, sustained applause.  I’ll let his article take it from here:

“Paul Levy stood there and felt the sheer power of it all rush over him, like a wave. His eyes welled and his throat tightened so much that he didn’t think he could go on.

When the applause subsided, he did go on, telling the workers at Beth Israel, the people who make a hospital go, that he wanted their ideas.

The lump had barely left his throat when Paul Levy started getting e-mails.

The consensus was that the workers don’t want anyone to get laid off and are willing to give up pay and benefits to make sure no one does. A nurse said her floor voted unanimously to forgo a 3 percent raise. A guy in finance who got laid off from his last job at a hospital in Rhode Island suggested working one less day a week. Another nurse said she was willing to give up some vacation and sick time. A respiratory therapist suggested eliminating bonuses.”

Levy reports he was getting about a hundred messages per hour. That’s what happens when you do the right thing.  People recognize it for what it is - genuine concern about the people who make the place run. 

I’m not suggesting that many companies didn’t have to make layoffs, or that downsizing for some was not a good decision. No CEO can ignore the economic realities that confront us.  Every CEO has to make the tough calls.  But what was extraordinary here is that everyone was willing to make some sacrifices, when presented the option by a CEO who not only cares, but is looking for creative solutions that won’t damage the fabric of the organization.

How motivated do you think those employees who might have lost their jobs will be now?  They aren’t just grateful to Paul Levy, they’re grateful to their colleagues who are making sacrifices too.  The lesson on motivation is when you set something in motion, and people know its right, they’ll get behind you 1,000 percent.

Click here to read the full test of Kevin Cullen’s article about Paul Levy on Boston.com

No comments »

According to Salary.com, the average American worker wastes over two hours each day.  Don’t ask me how they know.  They surveyed American workers.  Why anyone would admit this in a survey - is beyond me.    

But I digress.  The question is - why are they wasting time –at a time like this?  What are they doing when they are not working? Let’s start with what they’re doing.  The biggest culprit: the internet.  Almost 45% of Americans rank surfing the web as their primary time-wasting activity. The second big time waster: standing around talking with co-workers -almost 35% admit to that.  I don’t know whether that counts email and text messaging.

While it’s a little bit funny, and let’s face it -we’ve all  wasted time at work, if you’re the leader of the organization you probably find this very scary.  Stop to consider what it is costing your company –the calculation in lost opportunity, wasted person hours, delayed projects, could consume you.  

Right now you need to have100% of your team focused on the highest priority projects and activities that will keep your business moving forward to the other side of this dismal economic downturn.  What can you do?  It’s instructive first to look at WHY people say they are wasting time–the reasons for slacking off.  Then we can look at what to do.

 One third of American workers s say they don’t have enough work to do.  About a quarter say they feel underpaid.

For those who don’t feel they have enough work right now - well that’s easy.  They need to be enaged.  As the leader, you need to show them how they can make a difference.  There are always things people can do that will move the needle even when they’re aren’t doing their regular jobs.

As a leader, you need to communicate in a way that inspires and engages people.   You may feel a little down yourself right now.  But this is your job.  You have to raise your own energy level and communicate this energy to others.  I wouldn’t allow yourself to fall into the trap of thinking that most people are people are ”difficult to motivate.”  While you can’t really motivate anyone, you can inspire people to get in touch with their own motivation.

As for those who aren’t working because they believe they are underpaid.  They shouldn’t be there anyway.  I just read another survey in the Wall Street Journal that found job satisfaction is actually up.  A December 2008 survey by Yahoo! Hot Jobs found 38% of respondents are “very satisfied with their jobs, compared to 28% in 2007.  This is no doubt because they are grateful to have jobs right now.  But it’s also because, in my experience most people want to do a great job, and be recognized and rewarded for it, not just with money, but with praise.  People work for a paycheck but also long for a purpose.  

How do you do go about inspiring others?  Think about what motivates them.  Talk about that.  Have a conversation about what they’re doing, give them a pat on the back, and tell them how important their work really is.     

Focus them on a common goal. During times of crisis, it is actually easier than ever to rally people around purpose.  We’re all in it together!  Whether that goal is to seize market share -an opportunity brought on by the turmoil, or whether your company is just in survival mode, staying alive, everybody knows it.  Get them to focus on what they can do about that.  Get them on the same page, fighting for the same thing.  It’s either  a clear, present danger right now, or a clear, present opportunity.  

You have to communicate it so they can hear it, again and again, until they act on it.  It is your job as a leader to communicate so everyone understands. Maybe you don’t think of yourself as a motivating, inspiring leader.  But anyone can be that person. Where to start?   Get in touch with your own passion - why do you believe in what you’re doing? Why is it important is it to you?  When you’re in touch with your own passion, it will come through in they way you speak with others.  

Note: You cannot over-communicate in a crisis.  You have to be out front, speaking about it, all the time, delivering a message that is clear, consistent and credible.  Communicate through every channel.  And don’t make it all one way communication.  Walk around and listen to people.  Ask questions.  Find out what is holding them back. Observe and learn.  If they are not productive, if they’re not spending time on the right things, find out what can you do to help them, and let them know how vital they are to your business plan and recovery. 

One thing I discovered while writing Motivate Like a CEO, (McGraw Hill 2005) is that we all long to have a purpose.  We want our lives, and our work, to matter.  We want to make a difference in the world.  If you believe this then you can always motivate people to give their best because you appeal to their best intentions.  That will help them be highly productive every day.

If you suspect people are wasting time– here are eight tips that will help you get people engaged:

1.  Walk around and talk to people - ask how they are doing, and how you can help them get things done

2.  Be clear about the priorities - they can change during times of crisis - keep everyone up to date

3.  Praise people, reward productivity, and let them know how much particular activities mean to the organization - be specific 

4.  Stay in touch through email and other channels and drive that message home - so no one can say they didn’t know

5. Be positive - communicate success stories, tell them about opportunities ahead, use motivational quotes, and an upbeat tone

6. Stay motivated yourself- get out of the office, get fresh air and a fresh perspective so you can give to others

7.  Walk the talk; be productive, use your own time wisely and set a great example

8.  Remember your words count - a single conversation with someone can change their behavior for the better

I want to share one final thought.  I once asked one of my wonderful mentors, a successful business woman, how she decided every day what she should do.  Her answer was simple.  “I look through the pile, decide what can make me money, and put that on top.”  Perhaps you can pass that story along. 

4 Comments »

As the owner of a small business, you have no doubt heard that Congress isn’t going to bail you out.  It’s up to you.  The massive $787 billion stimulus package contains virtually nothing for small businesses, even though they employ about half of all American workers.  Yes, it’s unfair.  Have a good cry and get over it.  Howard Anderson, profession of entrepreneurship at MIT’s Sloan School of management told the Boston Herald, “The small businessman who looks to rely on the government for help is the one who isn’t going to make it out of the recession.”

Aside from the obvious remedies: cut expenses, delay paying bills, ramp up collections, market in low-cost ways, alter your business model — what else can you do?  How about keep your employees motivated?   You can’t rescue your business all by yourself.  You need people in your company to be creative, focused and resourceful. 

Is there such a thing as an incentive that doesn’t cost you money?  Forget about those big Wall Street bonuses.  There are plenty of ways.  Begin by recognizing that money is only one of many factors in employee motivation.  When people enjoy the job, like their co-workers and believe their pay is basically fair, they don’t focus on money.  A Gallup Poll of 540 adults employed full or part time in 2006 found the top three things that made people happy were “doing what suits me best/is fulfilling,” “interacting with the public/helping people,” and “freedom/flexibility to do my job my own way.”  

Here are some low cost/no cost ways to keep people motivated in challenging times:  

• Send out an email thanking people each week:  I like to take a few minutes each Friday to email our team, highlighting something each person has achieved that week.  If you have a small company, you actually mention everybody.  This is an empowering exercise, not only because you make other people feel good, but also because it forces YOU to look at what’s going right!  It will take you away from the worries and restore your faith, too. If you have a larger company, pick out a few people to highlight each week.  You won’t believe the affirming response you get from these communications - I guarantee it will start an electronic chain of congratulations all around.   
• Have a Lollapalooza Day where you connect with customers:  Last year, our firm started setting aside one day per quarter to get in touch with our clients and prospects and find out how they are doing.  We ask them questions about their projects, thank them for the opportunity to work with them, and when appropriate, offer in some small way to provide assistance or advice at no charge.  We write handwritten notes, call, and send emails, often with attachments to articles we think they would like to read.  The result is we often get back heartfelt responses with updates about things that have happened since we last saw them. This is not just good marketing; it’s a tremendous boost for employee morale.  When your employee gets back a note from a customer telling them what a difference they made, they not only treasure it, they share it with others.    
• Use downtime to send employees to seminars where they can learn something new: There are many very low-cost or no-cost professional development opportunities out there.  For example, there’s tremendous value many programs that happen to be marketing events for other companies, and typically they are free of charge.  Many of the area business meetings are low cost and high value, as well.  Think about it — when you’re busy, you often can’t spare your employees for a half day or full day, but by giving someone an afternoon each month, they’ll get a break while improving their skills and knowledge.   Learning is cited as a major incentive by younger generations of employees, although I’ve found good employees of every generation like to learn.  
• Offer employees new projects beyond the scope of the job description:  Another way to provide employees the opportunity to learn and contribute is to empower them to do something important that may not be in their job description.  What needs to be done right now?  My executive assistant just did an amazing job editing two of our new products, booklets called “Jumpstart Sales with Powerful Presentations” and “The Power of Adversity, Communicating with Customers in Challenging Times.”  These are by the way available on our web site in the online store.
• Make it fun to care of office “chores”: We started”office clean up days” a couple of times a year.  They cost nothing but a cheap lunch.  You’re required to come to work in blue jeans.  You get assigned a task in a public area of our office and you get a bottle of Windex, Pledge and a rag.  Everybody organizes files, magazines, equipment, and supplies.  After sandwiches and a good laugh at lunch, we adjourn to our offices to bring order to the chaos there. You wouldn’t believe what a great feeling everyone has when they walk out the door that night, knowing they’ll be coming back to a clean, organized, more inviting office the next day.
• Hold morning “Standup Meetings”: We instituted these 15-minute sessions at the beginning of this year and the result was amazing - now, each morning, before we head to our own office or cubicle, we stand in a circle and share what’s happening.  Without really planning it, this evolved into a positive conversation about what’s ahead for the day.  Even when we face challenges or disappointments, people are there to boost each other and offer help.  It’s an empowering way to start the day.  Try it. You’ll find that instead of watching people head to their offices where they’ll feel isolated or overwhelmed, they’ll share, get energized, and feel more prepared to tackle the tough stuff.
• Bring people together to share business success stories:  In my new book, Motivate Like a CEO, I talk about how important storytelling is to boosting employee morale.  When you uncover stories about your successes and communicate them to the team, they get excited.  Get the group together.  If you’re a small company you can invite everyone.  The pre-meeting assignment — come in with a story about a successful project or customer interaction.  Explore what you learned how it can be applied to your present situation.   And then write down these stories and use them again in the company newsletter, employee presentations, and those Friday emails. 
• Small gifts make a high impact:  When someone does an outstanding job and goes far above expectations to deliver, it is especially motivating to recognize them in a special way, even during lean times.  Do something meaningful for that individual.  Give them an extra day off; let them bring their dog to work one day; give them a small gift certificate to a local restaurant, beauty salon or hardware store they like; take into consideration their hobbies, interests, and family.  The more personal the gift the more appreciated it is– especially in tough times when they understand that money is tight.
• Consider a 4-day work week for the spring or summer:  This isn’t just good for your bottom line; it could improve morale and mental health.  If it makes sense for your company, you can avoid a big layoff and keep your valuable team intact.  Offer across the board pay cuts but give people a four day work week.  Of course there is financial hardship but you avoid the stress of deciding which employees have to go, as well as the inevitable survivor guilt felt by those who keep their jobs.  People may use that time for personal pursuits, to spend time with their kids or elderly parents, exercise more regularly, or something for themselves.  While there are hardships involved in pay cuts, you may find that for a period of time, people will actually appreciate the time off.
• Use the company newsletter to highlight successes: Again, this sounds like a no-brainer but if you have a newsletter, make it something people enjoy reading!  Tell them about all the cool and useful things they are doing.  Ask employees to contribute stories.  Don’t fill it with stuff nobody wants to read.  Be creative in looking for fun ways to reward and recognize good work.
• Create employee awards and hand them out often:  Many large companies have employees of the month, why can’t you?  Better yet, how about an award for Idea of the Month, or another award that reflects your goals and values. Purchase a few trophies and give them out monthly. These are always best when they encourage employees to do the things that are going to make a difference in your business.  Big companies do this and so can you. 
• Walk around often, and tell people they’re doing a great job.  Sounds simple, but in times like these, we tend to hunker down in our offices and stare at balance sheets.  Our energy is low and our anxiety is high.  When you feel stressed, your instinct is to dump it on whoever walks in the door.  Don’t!  Instead, make it a point to stop people in the halls, go to their offices, and thank them or congratulate them every day.  Tell them how much their work means to you, and how vital they are to the future of the company.  Let them know that you believe in them.  Leading is not shifting your worry list onto others.  Come up with a positive message and focus on their contributions. 

I’m looking for more ideas from you!  Send me your creative ideas on no cost and low cost ways to motivate employees!  Respond to this blog, or, send me an email at info@bates-communications.com

4 Comments »