The Fearless Front Line: The Key to Liberating Leaders to Grow and Improve Their Business by Ray Attiyah

Author:Ray Attiyah [Attiyah, Ray]
Language: eng
Format: mobi
Tags: BUS041000
ISBN: 9781937134624
Publisher: Bibliomotion, Inc.
Published: 2013-03-04T14:00:00+00:00

• If you had more time to spend on activities outside of work, what would those activities be? Who would you do them with? How do you feel when you are doing those activities? How important is that to you?

• What would your spouse, children, parents, friends, or any other close connections say about your job sentiment? How would it align with what you truly feel about the job? How would it align with what your leaders and peers think?

It’s hard to determine someone’s underlying motivations unless you have a trusting and safe relationship with that person. Motivations can often run deep, and people may be reluctant to divulge what drives them until they really trust you. But knowing deeply personal information—such as that a certain employee likes spending time raising his children, that another enjoys spending time with his parents or wife, or that another has a meaningful personal hobby—can aid a leader’s ability to spark confidence in any and every individual through genuine empathy, understanding, and willingness to help align personal and organizational objectives.

The first step is establishing a relationship and building trust; the second step is creating a vision of how an individual can realize the goal that motivates her in the context of personal and organizational improvements; the third step is creating a reward system that caters to each individual’s personal desires; the fourth step is realizing a deeply personal reward—a personal spark that reignites every day on the way to work, at work, and finally, away from work.

Would you be motivated by the opportunity to work overtime, or would it feel like an inconvenience or even a burden? So many leaders think employees love overtime and would jump at any chance to work additional hours to make more money. And that’s true when people are still working to secure basic needs. However, once those basic needs are met, money becomes significantly less effective as a motivator. Therefore, a leader should select strategies and tools that align the motivations of the employee, her team, her customers, and the organization. Above all else, this requires a higher standard in both hiring and organizational design. What specific motivations does your organization fuel? What does your team need to tap into their motivation? What motivations and personality traits make a person best for a certain position? These are simple—but important—questions to consider when making hiring decisions and building teams.

When hiring, a leader must look beyond skills and experiences and seek to understand candidates’ personal motivations. For example, say an organization is seeking an employee who must perform a very specific task for a long period of time and with a high level of reliability. If a manager is wooed by a candidate with great skills but ignores the fact that the candidate is most motivated when she can think creatively, learn new skills, and keep up with other top performers, the candidate’s performance in the position is doomed from the start. Conversely, consider a candidate who is taking care of children and elderly parents and just wants a reliable job with few cerebral challenges.

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