Quote of May 30, 2014

John F. Kennedy

When written in Chinese, the word ‘crisis’ is composed of two characters. One represents danger, the other opportunity.

John F. Kennedy


A Foolproof Tool for Motivating Your Team (and Yourself)

Ten years ago, I was managing a team of talented marketers at Yahoo! when something unexpected happened. In a one-on-one meeting, a woman on my team said to me, “I wanted you to know that if I ever do a really good job, just pay me more money. I don’t care about recognition or awards and I’m not motivated by praise. If I do well, just give me a bonus or pay me more.”

I stuttered through a response while feeling a bit taken aback by her comments. They seemed, well, a little crass.

But then, as I thought about it more overnight, I realized something: if this team member hadn’t told me what motivated her, I’d likely never know. What’s worse, I might try to reward her for good work in a way that would be motivating for me but not at all for her, leaving her frustrated and less likely to perform well in the future. It would be a lose-lose situation.

In fact, I thought, if I wanted her to be happy and productive in her job, the most helpful tools I could have in order to ensure her happiness were the details of what motivated her. This is true in other relationships, too. It is often referred to as the “platinum” rule: instead of using the “golden” rule of treating other people as you would like to be treated, treat them as they would like to be treated.

(As a side note, this practice is also useful outside of work. Here’s one real example from my own life: I personally love to be doted on when I’m sick, while my husband generally likes to be left alone. For the first few years of our relationship, he ignored me when I was sick, and I fussed over him to no end. Both of us were upset, until we realized we were making faulty assumptions about what the other person wanted based on our own preferences. Now that we’ve figured this out, things work much better!)

So, based on this illuminating conversation at the office, I decided that the best way to keep people happy at work was to start directly asking all the people on my teams what motivated them. To do so effectively, I created a tool: The Motivational Pie Chart. (Yes, it’s a pie chart, not real pie, so apologies to those who thought this would be an article about motivating your team with pie. Though, to be honest, that certainly works sometimes too….)

Using the tool is easy. You just follow these three steps:

Write down categories for everything that motivates you at work: recognition, money, learning new things, etc. You can write as many or as few things as you want and there are no pre-set categories. Anything that matters to you can go on your list.

Give each category a percentage weighting in order of its importance to you. The total weightings should add up to 100%, thus giving you a comprehensive pie chart of the things that motivate you.

Use a “red, yellow, green” color coding system to rate how satisfied you currently are with each of the categories on the list. If you are very satisfied with your compensation, give it a green. If you are completely dissatisfied with how challenged you feel in your job, give that a red, and so on.

If you are using the tool as a manager, the next step is to have an open conversation with each person on your team to talk about ways you can work together to “get them to green” on all of their categories. If you are using the tool for yourself, it can help you think about steps to take to make yourself happier at work, including thoughts about whether you are in the right role or at the right company. The reason the tool is foolproof is because it starts with asking each individual what matters and then helping each person find ways to do more of what matters.

Since that original conversation, I’ve used this tool with nearly a thousand people at four companies, and I’ve learned two important things:

1. People are really different.

Perhaps it goes without saying, but vastly different things motivate different people. Every time I do this exercise, I encounter something new. I’ve heard everything from people being passionate about hobbies (rock climbing, singing, etc.) that require them to have flexible work hours, to people saying they are motivated by external recognition and wanting to be on the cover of a magazine. I would never have known about these specific motivators for people if I hadn’t invited them to share. Good managers understand that the individuals on their teams are just that: individuals, with different interests and needs.

2. People are more similar than you’d think.

Despite all those differences, I’ve seen common patterns emerge that point at a few key motivational factors for most people.

They want “worthwhile work,” so they can know they’re doing something important and deserving of their time and energy.

They want to understand how their personal contribution is important to the goals of the organization.

They want to work with a team of people they admire and care about.

They want to learn new things and feel challenged by their jobs.

Are those common patterns surprising? They were for me at first. Perhaps partly because of that initial wake-up conversation I had at Yahoo!, I thought classic motivators like title and compensation would come up more, but for most people, they seem to make up a much smaller portion of the motivational pie.

The exception, of course, is that when people feel they are being paid significantly less than they are worth, they will often cite money as their top motivator. It’s analogous to Maslow’s hierarchy of needs: once people feel their basic needs are being met financially, and that they are paid fairly for their capabilities, then they quickly move on to focusing on motivators like meaning, collegiality and learning. Note that the pie chart can and does change over time. That is to be expected – just as our careers change, so do our motivations.

This tool can be incredibly useful, both for productive conversations between managers and their direct reports and at the company level to extract patterns of what matters across large numbers of your staff. At Change.org, we’ve taken these patterns of common motivators and built them into our company culture. To connect people to worthwhile work, we host an all-team call once a week where everyone in the company joins to share and learn about the incredible impact our 40 million users are making every day around the world. To help with building connections with colleagues and learning new things, we are starting a program to encourage staff members to shadow someone from another team for the day to build stronger relationships while picking up new skills. And we’re taking learning a step further, giving each employee access to free language training. (With staff in 18 countries, it’s also an essential team-building initiative!)

How could your company use the motivational pie chart to improve how it serves its employees? How could you use it personally or as a manager? Share your plan in the comments – and if you do give the chart a shot, let me know afterward what motivates you and your teams!

Source: Jennifer Dulski @jdulski

Jennifer Dulski is president and COO of Change.org, the world’s largest platform for social change. With 40 million users around the world, Change.org empowers people everywhere to create the change they want to see.

Fear are Actually Good Things

“A life spent making mistakes is not only more honorable, but more useful than a life spent doing nothing.” – George Bernard Shaw

The fear of making mistakes can prevent you from trying anything new or moving out of your comfort zone. This is such a terrible waste of your skills and your talents and robs you from truly enjoying your life.

Just the word, “mistake” will strike fear in a lot of people’s minds when it really shouldn’t. They’re actually good things not bad.

Walter Anderson talks about the fear of making mistakes in his book,The Confidence Course: Seven Steps to Self-Fulfillment. He says, “In order to live a fulfilled life, to feel exhilarated by your accomplishments, to worry well, you must expect mistakes to occur – and you must practice what I call RIP, which stands for responsibility, insight and perspective. It also means, as you know, Rest In Peace, which in itself may not be a bad way to look at your mistakes.”

So, mistakes are a good thing. You can’t grow if you don’t allow yourself to make mistakes. The trick is to focus on what you learned from the mistake and how to improve from it.

It’s not worth wasting your time agonizing over things in the past because you can’t change what happened. You just need to recognize that you simply made a mistake. That doesn’t mean you’re a failure because you made a mistake. You and the mistake are not the same thing at all. You learned something valuable from it and can now move forwards. It means you can focus on a solution and be far further ahead than if you’d never allowed yourself to make the mistake.

Lots of times, they’re not even mistakes. You just learned a different strategy was needed. Your actions weren’t getting what you wanted so you needed to think of a different way. That’s not a mistake. That’s simply exploration and discovery. As Thomas Edison once said, “I have not failed. I’ve just found 10,000 ways that won’t work.”

Lisa Nichols, the motivational speaker, also has a great quote which says, “they’re not failures, they’re feedback”. It’s much more comforting to think of them that way. You also keep a positive mindset rather than sinking into the thoughts that you “failed” when you didn’t really. You just gained some additional knowledge.

The best part about it is that you faced your fear of making mistakes and even though you may not have got the exact result you wanted, at least you tried. And, you won’t have to live with that constant nagging thought of “what if”.
What if I’d tried, what if I’d said something, what if…

People don’t notice our mistakes nor judge us anywhere near as much as we think they do. And, if you gain something from it, why let the fear of what someone else “might” think stop you? You can never know what someone else is really thinking anyway. They might really be impressed at your willingness to take a chance and to try things. You just don’t know. You can only know what you’re thinking. That you have complete control over.

Mistakes are usually some of our greatest learning experiences and that’s the key thing to remember. It’s really not so important what others think of us. It’s far more important to understand what you now know about yourself.

Sometimes, “blowing it” can make you realize what your priorities and values are and that’s valuable insight you probably couldn’t have got any other way. This knowledge not only makes you more comfortable with yourself, it also helps you move forwards in a more confident way.

Once you relax and accept that you really are a good person just trying to do your best and that you make mistakes sometimes, then that mindset is going to be reflected outwards and come back to you in good ways. You’ll discover that people trust and respect you all the more for being comfortable with allowing yourself to make mistakes.

Be who you are. Trust in yourself. It will come back to you in amazing ways. Don’t be so focused on achieving one particular outcome that you miss all kinds of wonderful opportunities because you fear making mistakes. Mistakes are good things. Forgive yourself when you make a mistake. Or even better, celebrate. You’ve probably just learned a better way to do something. Or as Danish Nobel Prize winner, Niels Bohr, says, “An expert is a person who has made all the mistakes that can be made in a very narrow field”. You could now consider yourself an expert in your field.

It truly is all in how you think about it.

“The people that quit when they get knocked down from life’s blows call it failure.  The people that get up and keep on moving forward towards their goals and desires call it experience.” – Mike Kemski

Source: Life with Confidence

Reality Checks for Career Planning

Get in the Right Mindset

Ever feel like you’re expected to have your whole life all planned out by now? Early on, the pressure can be there to answer the question, “So, what do you want to be?” Well, guess what? It’s in your best interest to remain flexible and explore your options.

Stay Flexible

Here are some principles to help you keep things in perspective, whether you know exactly what you want to do, have some general ideas, or are still figuring things out.

You can’t plan your whole life ahead of time.

Have you ever heard someone say something like, “I fell into my career”? That’s because as important as planning and research are, chance still plays a role. Keep an open mind and learn to tolerate some degree of uncertainty.

You change over time.

As your life circumstances evolve—you get older, develop new insights—your feelings about what you want to do will evolve. You need to be able to reorient yourself when necessary.

The work world changes over time.

The job title webmaster didn’t even exist a generation ago. Developments occur so rapidly that the form a career takes now could be very different in a few years. It’s a balancing act. Keep track of your own changing wants while also keeping an eye on the horizon.

No job will be without some things that bug you.

Don’t fall into the trap of expecting to find the perfect career. Identify the elements of your ideal path, and then decide where you’re willing to compromise.

Satisfaction, not status, is key.

Many people feel pulled to a field that’s familiar, popular, or high status. You’ll be much happier and far more successful if you find something that relates to your own interests and strengths. Qualities that you take for granted can be valuable assets in many career fields.

So What Can (or Should) You Be Doing Now?

Okay, you don’t have to make a 10-year plan today. But that doesn’t mean you shouldn’t start discovering what you’re passionate about. Here are some quick exercises to get going:

Write down 10 qualities that create a portrait of you.

Are you friendly, creative, impatient, silly? To test your list, ask yourself if your friends would recognize you from your description.

List five strengths and five weaknesses.

It’s probably obvious how your strengths can be used—look for careers that tap into them. But your weaknesses are important, too. Are there things you need to improve in order to reach a goal?

Describe three experiences that taught you something about yourself.

Identify the one that gave you the greatest sense of achievement or satisfaction and write a clear sentence that states why. Experience can teach us about ourselves and guide our life choices.

Make a list of 10 things that you’re passionate about.

What classes have been especially engaging? What activities pass the “time flies” test—where you’re so absorbed in something that you don’t even notice how much time is passing? This list of interests can become your springboard to careers.

Browse Major & Career Profiles.

What does an actuary actually do? Does the future look bright for architects? Imagine yourself in different roles as you research careers on collegeboard.com. The Major & Career Profiles cover over 300 careers, ranging from air traffic control and athletic training to veterinary medicine and Web design.

Remember, even if you know someone who has been certain since age seven that she wants to be a doctor, in reality, very few people know at a young age what they want to do or be. You have time to get to know yourself and find careers that fit.

Source: collegeboard.com