Add You - Leadership - Motivation Magic

The Merriam-Webster dictionary defines "motivate" as "to give someone a motive." It goes on to define "motive" as something that causes a person to act. In business you're told to "motivate" the people who work for you. In police work, we're told, you solve a crime by figuring out the motive.

I've got the motive, which is money, and the body, which is dead!

In the movie, In the Heat of the Night, Police Chief Bill Gillespie is sure he knows who committed the murder that Detective Tibbs was originally arrested for. After all, Chief Gillespie has figured out the motive, or so he thinks.

But he was wrong. You'll be wrong, too, if you think you can figure out people's motivations. You can only guess at motivation.

You can observe behavior, what people say and do. You can observe performance. Since that's all you can observe, that's all you can manage.

Don't worry about the horse being blind. Just load the wagon

When John Madden was the coach of the Oakland Raiders his players sometimes challenged him when he asked them to do something. Rather than explain in detail, Madden would just reply: "Don’t worry about the horse being blind, just load the wagon."

In other words, don't worry about the things you can't control. Spend your time on the things you can control.

You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.

But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.

Tell your people what you want. Then make sure they understand.

Do things that support what you say. We call this "walking your talk."

It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.

It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content. Entrepreneur or Opportunist?
Do you feel like an entrepreneur? Would you consider yourself one? You know there are many great opportunities out there. If you don’t already have an established business, you’re probably eager to start one! If there’s money to be made, you’ll find a way to make it! After all, you know you are an entrepreneur, regardless of your current occupation. You know that a person like you, with so much drive and ambition, will eventually find success. It just comes down to finding the right opportunity to work with. Once you are successful, you will have proved yourself as a true entrepreneur!…Right?Well, not quite. Take an honest look at yourself and your entrepreneurial qualities. There are thousands of other entrepreneurs out there juste got the motive, which is money, and the body, which is dead!

In the movie, In the Heat of the Night, Police Chief Bill Gillespie is sure he knows who committed the murder that Detective Tibbs was originally arrested for. After all, Chief Gillespie has figured out the motive, or so he thinks.

But he was wrong. You'll be wrong, too, if you think you can figure out people's motivations. You can only guess at motivation.

You can observe behavior, what people say and do. You can observe performance. Since that's all you can observe, that's all you can manage.

Don't worry about the horse being blind. Just load the wagon

When John Madden was the coach of the Oakland Raiders his players sometimes challenged him when he asked them to do something. Rather than explain in detail, Madden would just reply: "Don’t worry about the horse being blind, just load the wagon."

In other words, don't worry about the things you can't control. Spend your time on the things you can control.

You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.

But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.

Tell your people what you want. Then make sure they understand.

Do things that support what you say. We call this "walking your talk."

It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.

It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content. Raffle Ideas for Fundraising
People enjoy getting a chance to win something, so here are a some easy fundraiser raffle ideas to boost your fundraising efforts. Your raffle can be an inexpensive ticket for a prize drawing or a $100 ticket for a big prize such as a big screen television or a new car.The basics of a raffle fundraiser are quite simple. Your costs are limited to the ticket expense and purchasing the prizes. Often times, local merchants will donate items or offer special discounts to nonprofits or school groups.As with any fundraiser, the better the items offered, the more funds you raise. Your fundraising raffle can be of short duration or have tickets for sale for a month or more.It all depends on how much you are trying to raise and what tnd do. You can observe performance. Since that's all you can observe, that's all you can manage.

Don't worry about the horse being blind. Just load the wagon

When John Madden was the coach of the Oakland Raiders his players sometimes challenged him when he asked them to do something. Rather than explain in detail, Madden would just reply: "Don’t worry about the horse being blind, just load the wagon."

In other words, don't worry about the things you can't control. Spend your time on the things you can control.

You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.

But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.

Tell your people what you want. Then make sure they understand.

Do things that support what you say. We call this "walking your talk."

It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.

It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content. Dr Phil, Dr Clueless, and Dr Any Day Now
Have you ever been to a restaurant with lousy service? Even though the food is good, you won't go back because you refuse to be treated poorly. Have you ever stopped frequenting a retail establishment because you became tired of lousy service by a workforce that has no work ethic and perhaps give off those signals that they're doing you a favor? Think about an establishment that no longer has your business because the way they do business is just plain terrible.Let me ask you this....Did your doctor's office come to mind? Probably not. Why is it that if a restaurant or a retail establishment gives us poor service we walk away, inform management, or fill out customer comment cards? When our doctor's office gives us poor service wl. Spend your time on the things you can control.

You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.

But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.

Tell your people what you want. Then make sure they understand.

Do things that support what you say. We call this "walking your talk."

It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.

It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content. Get Dressed and Get Hired
Tying a tie properly may tie you to your next employer. A properly tied tie is essential to a good first impression. With the recent outcry regarding athletes wearing flip-flops to the White House, it’s apparent that a review of socially acceptable fashion rules is needed.Gone are the days of Leave It To Beaver and other such shows which often depicted the strong leader of the family proudly donning a suit and tie for his daily job and any other social occasion. Today’s impressionable society takes more cues from the Internet than from Nick at Nite.Formal Friday night dinners are a thing of the past and many churches have relaxed their dressing expectations, so it’s possible that a young man could get through college without evetalk."

It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.

It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content.

In the end, managing is all about behavior. But it's not about misbehavior.

Ain't misbehavin'.

I was a bright, active, talkative child in a world where children were expected to sit still and be quiet. Consequently, I was in trouble a lot when I was in school

Time after time my teachers would call my mother and ask her to come down to school because I was "misbehaving." When they used that word, it was a certainty like night following day that they would get one of mom's favorite lectures.

Mom would turn her mom look on Miss Smith or Mrs. Sally or Mr. Schnabel. "There is no such thing as 'misbehavior,'" she would say. "There is only behavior."

"You are calling what my son does 'misbehavior' because he's not doing what you want him to do. But he's got a reason. Now let's see if we can figure out what we can do so he'll want to do what you think he should do."

If more bosses had listened to my mom, more workers would be productive and happy. That's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.

You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.

If at first they don't succeed, praise, praise again.

Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.

Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.

Praise specific actions or performance that you want to encourage. Don't praise peo

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