A-HA! Performance: Building and Managing a Self-Motivated by Douglas Walker

By Douglas Walker

Compliment for A-HA! functionality ''Since I wrote selection concept a long time in the past, i've got come to the realization that there's just one significant human challenge: we now have but to determine how one can get alongside good with one another. during this booklet, Walker helps this end with humor, creativity, and nice perception. Managers who either keep on with his feedback and educate them to these they deal with could be rewarded with a cheerful and ecocnomic place of work. And do it at much less fee than the corporate is spending now.'' --William Glasser, MD, President and founder,William Glasser Institute, and writer of selection idea and truth remedy ''If ever there has been a identify that completely matched the content material of a booklet, this is often it. i have not skilled extra a-ha's from a publication in my lifestyles. one of many largest a-ha's is that you just do not construct a encouraged workforce--you have already got one! in the event you deal with people--and specifically for those who aspire to actually lead people--then this ebook is needed interpreting. Rock-solid rules from a grasp on motivation.'' --Joe Calloway, writer of labor Like you are exhibiting Off! ''An amazingly functional and prodigiously resource to assist create and bolster a world-class revenues strength, but additionally a blueprint for higher residing generally. An absolute necessary learn for all my staff, let alone family and friends contributors. i do not be aware of a person who could not reap the benefits of employing the A-HA version. The identify will be extra apropos if it have been 'Holy cow! Where's this been my entire career?''' --Robert H. Fleet, department supervisor, nationwide Builder department, national domestic Loans ''A-HA! functionality could be needed examining for each supervisor. every one bankruptcy deals uncomplicated and compelling equipment for development and dealing with a self-motivated crew. The reasonable examples awarded during the publication make stronger the stairs within the A-HA version and supply the root for simple program to specialist and private situations.'' --Ann Owens, vp, overall Rewards administration, QUALCOMM ''Avoiding a fight-or-flight response from an worker who wishes training on better functionality or habit adjustments calls for the executive comprehend the employee's vested curiosity. Walker teaches the abilities required to successfully create 3 wins: for the corporate, the worker, and the executive. it is a must-read for all leaders who are looking to be more adept in getting wanted functionality adjustments from their staff by way of enhancing their very own nurturing, training, or mentoring talents. i am interpreting it for the 3rd time and nonetheless gleaning extra assistance and insights. even supposing it is built as a managerial self-help booklet, it really is rather an insightful, robust textbook, and as such has to be studied.'' --Ron prepare dinner, nationwide money owed supervisor, 3M

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If the people we manage experience us as trying to solve problems in ways that not only serve the company and the manager, but the employee as well, then they begin to believe we care about and are looking out for their interests, too. It’s reasonably simple; just think win, win, win. Three wins: the company, the employee, and the manager. qxd 12 4/30/07 2:28 PM Page 12 A-HA! PERFORMANCE Had Richard been managing Susan all along in ways that consistently took her needs into consideration (care), she might have had a keen interest in working out a transition plan that allowed her to look for other work while continuing to do her work for Office Connection, maybe even a little better because she now saw a way out.

As we see throughout the book: Behavior happens in an effort to close gaps. No gap, no behavior. Gaps close in two ways. We can get what we want, or accept what we’ve got. qxd 4/30/07 2:28 PM Page 9 Receptionist Goes Nuts . . and Goes 9 Either way, getting what we want or accepting what we’ve got, once the gap closes, we’ll stop the related behaviors. Have you ever looked for something in your house that you couldn’t find? We’ll give up the behavior of looking if we either find it, or accept that it’s lost and it won’t ever be found.

When a manager confronted Susan Moore, a receptionist for Office Connection, LLC, an office equipment broker, she chose the latter. At Office Connection, Susan wore many hats—she answered the phone, gathered samples for the salespeople, filed, and did whatever she needed to do to support the company and its sales team. Hers was the voice of the company that customers heard when they called in to inquire about products, pricing, or delivery status on an order. She was supposed to be the friendly voice of support for customers, as well as help salespeople when they called in from the field and needed her to look up a product, check on availability, or confirm an appointment.

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