100 Ways to Motivate Others : How Great Leaders Can Produce Insane Results Without Driving People Crazy

want to
, not the 
how
to
. Frank needs a quick course in outcome-management
because, like most people, he is stuck in the world of process-
management. The real joy of leadership can only come
when you’re getting results.

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“Tell me what I, as a manager, ought to do,” he said,
after he realized that he already understood this whole
idea.
“Once you get the non-producer’s sales goal (plan,
quota, numbers) in front of you for mutual discussion,”
we said, “you need to draw out and cultivate the ‘
why
.’
Ask the person, ‘Why do you want this? What will it do
for you? What else will it do for you? What’s one thing
more it will do for you? If I were to tell you that there
were activities that would absolutely get you to this num-
ber, would you do these activities? If not, why not? Would
you promise both yourself and me that you would do these
activities until you hit the number? Why not?’”
If you’re a manager like Frank, please keep in mind
that you have people who don’t really want what they are
telling you they want, and even they don’t realize that.
You know that if they truly wanted to be producers, noth-
ing in the world could stop them.
“Intention Deficit Disorder” is what we have named the
dysfunction that is always at the core of non-production. It
is not a deficit in technique or know-how. Technique and
know-how are 
hungrily
acquired by the person who has an
absolute and focused intention to succeed.
The real long-term trick to good management is to
hire people who want success. Once you have mastered
that tricky art form, you will always succeed. But we get
lazy in the hiring process and look for and listen for all the
wrong things.
Why do we do this? Why do we miss this crucial lack
of desire in the hiring process? This is why: the person we
hire really has a big “want to”—but only when it comes to
getting the job. They really want the job. However, this is
Focus on the Result, Not the Excuse

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/ 100 Ways to Motivate Others
distinctly different than wanting to succeed at the job.
These are two completely different goals. So we are hazy in
the interviewing process, only half-listening, and we mis-
take the burning desire to 
get the job
with a burning desire
to succeed. It is a completely different and separate thing.
The best managers we have ever trained always took
more time and trouble in the hiring process than any of
their competitors did. Then, once they had hired ambi-
tious people, they based their management on the man-
agement of those people’s 
personal
goals. When sales
managers learned to link the activity of cold-calling to the
salesperson’s most specific personal goals, cold-calling
became something much more meaningful.
These managers were spending their days managing
results, not activities. Their positive reinforcement was
always for results, not for activities.
20. Coach the Outcome
Unless commitment is made, there are only promises
and hopes...but no plans.
—Peter F. Drucker
Every non-producer you are managing is in some form
of conflict.
They say they want to succeed and hit their numbers,
but their activities say otherwise. They themselves can’t even
see it, but you, the manager, can, and it drives you nuts.
Finally, you have that talk that you always have,
wherein you say to them, “I have a feeling that I want this
for you more than you want it for yourself.”

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And they get misty-eyed and their tears well up while
they insist you are wrong. And you, being such a compas-
sionate person, believe them! So you give them yet an-
other chance to prove it to you. You do all kinds of heroics
for them and waste all your time on them when your time
could be better spent with your producers.
Always remember that the time you spend helping a
producer helps your team’s production 
more
than the time
you spend with your non-producer.
Some research we have seen shows that managers
spend more than 70 percent of their time trying to get
non-producers to produce. And most producers, when they
quit for another job, quit because they didn’t get enough at-
tention. They didn’t feel as if the company appreciated them
enough nor could they grow fast enough in their position.
If you help a producer who is selling 10 muffins a week
learn how to sell 15, you have moved them up to 150 per-
cent of their former level, and, even better, you have added
five muffins to your team’s total. If you were to spend that
time, instead, with a non-producer, and get them up to 150
percent, you might have just moved them up from two
muffins to three. You’ve only added one muffin (instead
of five) to the team total. Most managers spend most of
their days with the non-producer...adding