Motivate the Team. Develop Positive habits

If you’re a coach, you’ve got to engage the person, get them enthused about achieving the goal of change. Here it helps to draw on their dreams, their vision for themselves, where they want to be in the future. Then work from where they are now on what they might improve to help them get where they want to go in life.

 

Execute fundamentals.

 

If you persist in the better habit, that new circuitry will connect and become more and more powerful, until one day you'll do the right thing in the right way without a second thought.

 

For how long and how many times does an action have to be repeated until it’s actually hard-wired? A habit begins to be hard-wired the very first time you practice it. The more you practice it, the more connectivity. How often you have to repeat it so that it becomes the new default of the brain depends in part on how strong the old habit is that it will replace. It usually takes three to six months of using all naturally occurring practice opportunities before the new habit comes more naturally than the old.

 

Another practice opportunity can occur whenever you have a little free time: mental rehearsal. Mental rehearsal activates the same neural circuitry as does the real activity. This is why Olympic athletes spend off-season running through their moves in their brain – because that counts as practice time, too. It’s going to increase their ability to perform when the real moment comes.

De--Complex !!

Are people complicated? Perhaps some are. This is true: people tend to make things complicated, that's for sure. It's almost as if those 'problems' that had to be figured out in school so the report card looked good made people more focused on making things hard.

No matter your position in life, it's time to simplify. No more adding complexity or difficulty. Whatever mind-bending self esteem-enhancing belief system drove people to add complexity, the time has come to simplify.

 

Take a long, thoughtful look at your work and personal life and ask yourself where simplicity would add results. Where would making things easier or less complex add value to your life or the lives of those you care about?

Keeping Good people to keep company wisdom

Most everyone enjoys accomplishing goals at work and being appreciated.
Trouble is mostly there is poor management and leadership so there is little or no goals or appreciation.

People need 3 things to thrive:
Empowerment
Significance
Challenge

Supporting Stats and Studies:

• 55 percent said they were motivated more by the dissatisfaction or desire to leave than by the attraction or availability of an outside opportunity.
• 12 percent said they were motivated more by the attraction or availability of an outside opportunity than by their dissatisfaction or desire to leave.
• 33 percent said they were equally motivated by the dissatisfaction or desire to leave and the attraction or availability of an outside opportunity.

Senior Leadership — the Number 1 Reason, But Why?
It may surprise some, and certainly runs counter to the conventional wisdom, that the most cited reason for leaving was "lack of trust in senior leaders." However, that finding confirms the conclusion in Re-Engage, the book I co-authored with Mark Hirschfeld in 2010, based on our analysis of 2.1 million engagement surveys from 10,000 employers, that caring, competent, and trustworthy senior leadership is the number-one driver of employee engagement. Because so many workers have been sensitized over the past decade by the spectacle of corporate CEOs betraying the trust of their constituents on a large scale, employees now view corporate leaders through different lenses and, interestingly, expect more from them, not less.

Pay is a Significant Push Factor for Some
Insufficient pay was the second-most-cited reason for leaving and continues to be a "dissatisfier" that causes many employees to move on. The issue of pay falls into an even larger category of "Feeling Valued." Actually, three of the 39 reasons on the survey are pay-related. The other two have more to do with how pay is determined (pay not based on performance and unfair pay practices), than the amount of pay, per se — an important distinction. Still, when these three pay-related factors are added together, they come in second only to senior leadership — a significant root cause for many.

Leaders and Managers Can Prevent the Push Factors.
Reason Number three, "unhealthy/undesirable culture," is influenced by the values, mindsets and standards of senior leaders, but also by managers who must be counted on to uphold the cultural values and people practices.

Seven Areas for Focus

• Not feeling valued
• Lack of career growth or opportunity
• Lack of trust and confidence in senior leaders
• Low job interest/challenge
• Stress, burnout and work-life imbalance
• Poor or insufficient manager coaching and feedback
• Unrealistic short-term expectations

Core factors

Somethings have proven to be proven disciplines to improve performance, relationships, and life.

These practices appear over and over throughout history.

New comers continue to want to make their own mark or make a better way - but nothing ever works as well as following learnings from experience of thousands of years from philosophers, scientists, religions,authors, poets, leaders,and even some politicians.

There are so many expansions but at their core lies this:

We are here to serve others by enriching lives. Then your rewards come from serving.

Set virtues with yourself through which all decisions will be filtered.

This is your core and should not change, only evolve.

Set goals and tasks to accomplish to drive outcome where you want and not be drifted by others.

Because people are so important,relationships are too.

Avoid distraction and encumberances with extreme prejudice.

The previous 2 points prevent you from falling into why everyone does not practice thes and the elements in future notes

Tony the Navy Fighter Pilot

Since I flew on airlines to 2 cities a day for 3 years ending in 1997, I don't talk to other passengers but for 2 exceptions.
The first was a motivational speaker who has remained one of the 5 finger best in life friends for over 10 years and the second was this week.
This week was Tony, a fighter pilot from the Navy who had flown an empty jet @ 4 am and was going back home.
He shared that Navy fighter pilots got that task often because their idea of a successful landing was benchmarked by a controlled CRASH on the deck of a sea-tossed Carrier.
Got some key Life Lessons:
Stick with your team / partner no matter what to increase success & survival 10-fold +
In a team of disciplined pro's, the best have an artistic, entrepreneurial approach
Facing up to honest self assessment and filling a matching suited role is a proven path to success as you define it

Crises, Emergency, Disaster learnings

Crises, Emergency, Disaster
Earlier this month I got to work with men I wanted to be like as a kid and appreciate and respect today.
I was at the World's best training facility for 1st Responders and Search & Rescue. Teams.
The men were veteran police and firefighters who commanded on 09-11-01 and after in New York as well as in Oklahoma City and after Katrina hit Louisiana.
Cowboy types who exuded quiet confidence, conveyed reassurance, and as a grown man in his 40's, re-instilled the resolve for me to become the man I conjured-up as a kid ridin' a stickhorse, brandishing a gunbelt, and wearing a firehat.
But I gleaned insights that we all need to own everyday but are accelerated by extreme stress:
Values filter decisions
We all live better together as a team
Leaders collaborate with members, set goals, and constantly communicate status We follow people who care about us, demonstrate expertise, and vietmately pursue competitive excellence.
God bless those men, those they train, and all of us with these traits. May they be branded in our essence through crises and serve to improve lives of others.

Customer service leadership

When the economy is slow, the theory is that customer service improves to better compete for fewer dollars.

What I am seeing as of late is so much cost cutting that contact persons are overwhelmed, short and abrasive.

Where is the leadership to guide and coach and train these people?

Where was the "home-training" that you just treat ALL people with more respect than that?

The other side is a contact or sales person who is just afraid of the buyer/customer.

There should be a lot of talent available out there. Are they being trained or just thrown out there to interface?

One test of character here would be to see how the candidate treats someone whom they believe is of no benefit to them.

Remember that Great character is built at the intersection of hardship and dismal meeting a coachable spirit. Now is a time to built character in people to resemble The Great Generations (Depression +2 World Wars) or its where the same talent can unravel. Our Leadership makes the difference.

There is an old story that at the Devil's Garage sale the best tool is the highest priced. It was not Greed or Envy or any desire--the best tool was discouragement; that's the turning point.

Finish with Winston Churchill, "All that is needed for evil to rule the world is for good men to do nothing"

Lead. Be the difference.