Fire (Up) Your People

Q. I’d get more done if I had more help from more motivated co-workers. But many people don’t seem to care—they’re just waiting for the day to end. They don’t report to me, but I need their commitment. Any suggestions? —Eleanor T.

A. You can’t fix them and you can’t change them. But you can show them a good example. Act confidently and with self-pride as you work, while showing that you’re a highly motivated person, and look for opportunities to be a motivational catalyst for the people around you. Every study I know of says that the top three behaviors that motivate people are:

• Appreciation, recognition of good work

• Feeling of "being in on things”

• Sympathetic listening with personal problems

Adopt these positive and pro-active motivational techniques with everyone you work with. For example, use every opportunity to praise your co-workers—honestly and sincerely.

In fact, some studies show that a ratio of 4:1 positive to negative messages is the key to a good relationship. You might make a list of those you work (and live) with, and keep track of the positive messages you send. Even a “Good morning; how are you?” delivered with enthusiasm and a smile counts in the 4:1 model. But don’t be surprised—or discouraged—if these people act cynical and ridicule you for the way you act. Often, negative people want to make others around them as miserable and critical as they are. Don’t fall for it. (Actually, in the tough business climate we’re in right now, your co-workers are especially foolish to show negative attitudes. They’re ideal targets for downsizing. What boss —who’s under the gun to produce more and more with a tight staff and strict budget—wants whiners and complainers around to block what she/he is trying to do?)

Don’t be a gossip, but share any information that will help your associates do their jobs. And take the time to listen when they look discouraged. All these actions will pay off in more motivated responses when you ask them for help.

Act to Get Support

These action steps will also help you get more support and cooperation from co-workers:

• Let them know they're a part of the team. When you ask them to cooperate and make

them feel important, they’re more likely to work harder and give you more cooperation.

• Identify each person's needs--their "hot buttons" that answer their question,

“What's in it for me?" Then present your ideas and requests in ways that help them meet

those needs.

• The most effective leader is a facilitator, rather than a director. Position your reputation —

and your actions—as someone who helps make things happen.

• You have the power to create an environment that people appreciate. If you're dedicated,

happy, secure, and productive, the people around you will tend to be, too.

• Realize that we were taught to relate to others in a certain way. We can decide how we

want to relate to others. And we can change for the better. You can decide what

behaviors are best for you. It’s up to others to make the same decision.

• Most people prefer cooperation and affection, not aggression and competition. Show

co-workers that you like them and want to cooperate with them, instead of ignoring

or avoiding them because they’re negative.

• The more you reward a result, the more likely you'll get the result. Whenever you

“catch” people doing something right, recognize them for it with praise.

• To be most effective, reward must follow almost immediately after the

desired behavior. Be quick to praise people. We never get enough recognition.

• Most people see a fresh, new, stimulating experience as an effective reward. Try to

provide those kinds of experiences for your co-workers.

• People put their most effective effort into tasks that fall within the "range of challenge" —

not too easy, and not too hard. When you ask people for help,try to make your requests

fall within that range.

• Criticism, failure, and discouragement damage self-confidence, sense of worth, and any

desire to continue further. Let those in authority take care of the criticism—you focus on

praise, support, concern, recognition.

• People are most apt to commit to a project if they’ve participated in planning it. Never

miss an opportunity to involve other people or ask their opinion.

• Too much direction can result in indifferent conformity, defiance, blaming others or

rationalizing, or avoiding the job. Communicate clearly, and say things just once.

• When people act for a common goal, there’s more cooperation and more friendliness than

when they engage in competitive rivalry. Help people to see the goal—and how you can

help them to get there.