100 Ways to Motivate Others : How Great Leaders Can Produce Insane Results Without Driving People Crazy
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www.stevechandler.com
. S COTT R ICHARDSON grew up in Detroit, Michigan, and Tucson, Arizona. He graduated in 1980 from BYU with a BA in English and a minor in Chinese. In 1983 he received a law degree from The College of Law at Arizona State University. He has practiced immigration law and injury law for more than 20 years and has been coaching execu- tives since 2000. This is his first of many books. He lives with his family in Arizona. 226 / 100 Ways to Motivate Others Also by Steve Chandler: 100 Ways to Motivate Yourself Reinventing Yourself 50 Ways to Create Great Relationships The Joy of Selling 17 Lies That are Holding You Back RelationShift Sample Chapter 1: “Taking Your Power Back” In everyone’s life at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the human spirit. —Albert Schweitzer Most management activity today is what was alluded to by the Peter Drucker quote at the beginning of this book. Managers make it difficult for their people. They unknowingly kill the human spirit by their old-school micromanaging and critical judgments. But there is a new kind of manager emerging in com- panies today, a manager devoted to rekindling the human spirit by keeping their hands off their employees’ happi- ness, and allowing success to happen. We’ll just call that enlightened person the “hands-off manager.” All managers have these two communication styles from which to choose: Hands-on: They can criticize and judge their people. Sample Chapter 1: “Taking Your Power Back” From Steve Chandler and Duane Black’s The Hands-Off Manager Steve Chandler and Duane Black’s The Hands-Off Manager Hands-off: They can mentor and coach their people. This choice presents itself many times throughout ev- ery day. Every communication with one of your people is going to be a version of this choice. If you choose judgment (and criticism, implied or oth- erwise), you will provoke defensiveness and withdrawal— not creativity and not productivity. When we judge our people and find them coming up short, we then start to criticize and micromanage them. In this age of the sensitive, knowledge-based worker, that’s a self-destructive cycle. It engenders nothing but resentment and push-back. Also, when we judge and then hold a grudge, we are giving our power away. When we resent a team member, we are giving our power to that team member. We are giving that power to the very person we are angry with by allowing him or her to occupy and dominate our thinking. Real power in leadership comes from partnering, not criticizing. The hands-off manager sets himself apart by retaining all his power. His practice is to understand everyone he meets. By doing this, he is reducing his own stress levels at work. He is completely aware that every time he judges someone he alters his own well-being. So he refuses to assign the responsibility for negative feelings to the person he is tempted to judge. He assigns the responsibility for his low feeling to the thought he is believing about that person. Only thoughts cause stress; people do not. People can not. But for the old-school micromanager the stress never quits, and the harmony in the organization never holds. |