HOW TO MOTIVATE AND RETAIN EMPLOYEES By Monroe Porter PROOF Management Consultants ABOUT PROOF MANAGEMENT Established 1972 PROOF speakers have made over 4000 presentations PROOF has spoken to or worked with over 250,000 construction people PROOF offers Seminars Consulting Networking groups PROOF S AREAS OF EXPERTISE Contractor Seminars People Management Cost and Pricing Sales and Marketing Distributors and Manufacturers Sales Training Product consulting and research PROSULT Networking groups for contractors NPCA 1
MONROE PORTER Monroe Porter Construction industry background Taught over 2000 seminars A consultant for over 30 years Practical and straightforward DEFINING LEADERSHIP Leadership is the ability to influence and inspire a group to work towards the achievement of common goals. Don't tell people how to do things, tell them what needs to be accomplished and then let them surprise you with their results. ~ General George S. Patton LEADERSHIP - A SURVIVAL SKILL Humans are social beings living through the ages in social groups: Leadership is a skill and strategy for solving problems within groups. NPCA 2
ILLOGICAL SIDE OF FOLLOWERSHIP WHY DID THEY GO ALONG? Most participants believed the others were wrong but they: Wanted to avoid ridicule and fit in Or they felt the group as a whole must have been better informed REALITIES OF LEADERSHIP Leadership is not optional If you don t lead your workers, someone else will Without leadership, mavericks & difficult people rule Right or wrong ancestral instincts & perceptions still impact leadership thinking.59% of the time, the tallest candidate wins NPCA 3
WHY PEOPLE LEAVE JOBS Fail to connect with bosses as leaders (Welch former. GE CEO, 2008) Work environment is not particularly friendly (Bhasin Consulting, 2000) Managers will not listen to employees (Waschek, Esfield & Werner Recruiters, 2011) The boss is never around (Forbes 2014) More than half of the people that leave jobs do so because of their relationship with their boss (Talent Smart 2016) The number one reason people leave companies is a bad manager or supervisor (Gallop 2014) ARE YOU A GOOD BOSS? The relationship between the new employee and the manager is the determining factor in whether the new employee stays with an organization. The Aberdeen Research Group NPCA 4
WHERE BOSSES DIRECTLY IMPACT PAYCHEX AUGUST 2016 SURVEY 1. Low Salary 2. Overworked 3. Employers didn t care about employees 4. Didn t enjoy work 5. Moved to another city or state 6. Lack of recognition or reward 7. Didn t like boss 8. Lack of work-life balance 9. Commute was too long 10. Wrong people promoted or fired 11. Family situation changed 12. Didn t get along with coworkers 13. Unable to pursue passions TRAITS OF A GOOD BOSS-RATE YOURSELF FROM ONE TO TEN 1. Capable communicator 2. Establishes priorities 3. Good listener 4. Approachable 5. Trusting & allows people small failures 6. Offers guidance and coaching 7. Gives clear, professional feedback 8. Strong self-esteem and confidence 9. Controls negative emotions 10.Creates an enjoyable workplace 1. CAPABLE COMMUNICATOR Communication is the ability to exchange information and ideas in a clear concise manner and requires: more than talking understanding body language and tone neutral style and openness understanding of yourself NPCA 5
2. ESTABLISHES PRIORITIES Priority management is the ability to get done what is important and requires: identifying what s really important not merely reacting to urgency & loudest need the ability to stay focused creating long term goals 3. GOOD LISTENER Is the ability to hear and understand what is being communicating. It requires: ability to really hear and understand people appreciate the employee s point of view read between the lines 4. APPROACHABLE Good supervisors make it easy for people to talk and are open for input. This requires: emotional control patience asking employees for information accessibility concern NPCA 6
5. TRUSTING & ALLOWS MISTAKES Trust is the belief that someone is reliable, honest and effective. It requires: giving up control not creating a selffulling situation allowing people to make small mistakes being vulnerable yourself 6. OFFERS GUIDANCE & COACHING A coach teaches, guides and advises people. It requires: an organized and preplanned set of specific skills and learning goals. patience & persistence desire to help people willingness to make stars rather than be one 7. GIVES CLEAR, PROFESSIONAL FEEDBACK Feedback is providing information to employees so that they can improve. It requires: a neutral communication style a balance of positives and negatives a desire to help, not ridicule the individual NPCA 7
8. STRONG SELF ESTEEM & CONFIDENCE Self esteem is the confidence in your own abilities. It requires: be less self critical redirect perfectionism to more realistic goals not to build your own self worth at the price of others stop hiding behind false pride and bravado 9. CONTROLS NEGATIVE EMOTIONS Negative emotions are an unpleasant reaction to a specific event or person. Controlling negative emotions requires you to: learn to communicate neutrally control anger & pessimism be assertive but not aggressive 10. CREATES ENJOYABLE WORKPLACE Creating an enjoyable workplace requires establishment of a pleasant and rewarding workplace. It requires: a pleasant atmosphere even if the work is hard a non-punishing environment respectful interaction NPCA 8
CHANGING TO BE A BETTER BOSS Changing habits and behavior is never easy. It requires: 1. A commitment 2. Triggers or systems that force a new habit 3. A visualization and belief you can do it Natural triggers are the end or beginning of event. (Before and after lunch, beginning and end of the day, beginning and end of the job, end of the week, payroll recording, beginning of a job visit, etc.) WHY THESE TYPES OF CHANGES ARE DIFFICULT Communication is unconsciously skilled Spontaneous reactions are not thought out Not practical to try and change more than one thing at a time INDIVIDUAL LEADERSHIP VARIES Leadership may come more naturally to some but it can also be a learned skill Bosses get compliance, leaders commitment Personality impacts your leadership style Introvert vs. Extrovert Detailer vs. Conceptual Retreater vs. Aggressor NPCA 9
PERFORMANCE REALITIES Two factors impacting performance Mastery Purpose Self Driven Research Shows These As Components of High Achievers, Not Rewards & Punishment EVALUATION PERFORMANCE NPCA 10
Does employee know what is expected? NO Reestablish expectations ACTION YES Lack of capacity or aptitude STEP Terminate or reassign Can employee do the job if they wanted to? Can t Lack of learned abilities STEP Coach & train YES Is employee motivated to do the job? Won t Circumstances STEP Management support & evaluation Lack of inherit STEP values & work ethics Terminate Temporary or short STEP term poor attitude Coach Established long STEP Terminate term poor attitude COMMON MISTAKES-PROBLEM SOLVING Problems-Causes WHY? PAST Problems Personnel Conflict Negative Symptoms-Results NOW FUTURE Solutions Improvement Positive HOW & WHAT DEALING WITH PERSONALITIES Mavericks Mules Plodders Racehorses NPCA 11
SUMMARY For individual questions, please feel free to contact us: PROOF Management Consultants 2540 Professional Road Suite 3 Richmond, VA 23235 804 267-1688 www.proofman.com NPCA 12