Managing emotions… wait, you mean my emotions?

I’ve become unhinged today. The short story is that it involves Microsoft tech support, two separate calls (so far) and four hours on the phone and remote access to my computer. I saw the better side of me slip down the side of the cliff. The truth is that I saw me acting like one of “those people.” I watched as an observer in slow motion as they pressed the reconfigure Microsoft office button. This set in motion an action that not only did I not understand. But I didn’t think had anything to do with the solution I was seeking. In addition I thought it was as close to “erasing the hard drive as I wanted to get in my lifetime. Oh and I was late for a breakfast meeting.
The undeniable truth was I was annoyed before that. It might have been yesterday when I “accidently” said yes to delete certain set of files that included years of historical emails regarding clients. Let’s just say I’d be in a world of hurt if those files actually disappeared. That’s the nice version. I get that it was totally my fault in the action of pressing yes to delete. I get it. Intellectually I don’t really have any connection to the person who was on the phone. Yes, now I am acting like it wasn’t me.
Here’s what I wished I had done:
1. Ensure I had plenty of time to make the call. (who knew it would require 4 hours)
2. Check to ensure that my end goal was clearly in my mind.
3. Find that Zen spot where I could say, “I know I backed up my hard drive a week ago and how much data could be lost?”
4. Be nice. Adhere to the adage; if you have nothing nice to say don’t say anything at all.
5. Allow for the controlling monster that is Microsoft to set up a Live.com account as a part of the process of getting to that end goal that is clearly in my mind.
6. Stop fighting the redundancy of getting through the voice activated phone center.
7. Activate my sense of humor.
8. Accidently hang up after I realized that I didn’t have enough time, and the woman tech support was unsure on what to do. It’s not like they don’t know who I am or will get back to where we were.
9. Get a local (or virtual) technician who would take my call and appreciate the ongoing work.

As someone who clearly has a temper and teaches others to manage that “kind” of behavior there is a lot of shame in what I am writing. But after the better part of my day spent in anger/fight mode I ask myself “how do I calm down?” I thought, spitefully, I am going public on Facebook. But really what was I looking for? I was as much a part of the problem as I was in the way of the solution.

What do you suggest I do when I answer the phone tomorrow for the schedule “level 2 tech support” call?

The motivation to learn about social behavior… the story of my life…

Someone, who is close to me, asked me what I actually do?  Yikes, I might need to actually explain what I do to keep my position of what… dominance?  I don’t really think that’s it.  But I think that if I can’t explain it to the people close to me most likely people who might like to hire me don’t really get what I do either.  So I thought I would tell you the story about how I got to the spot.  Don’t worry it’s not the long detailed version.  No really you can do a word count and you’ll know I left out many parts.

So I went to work for one of my clients.  It was really fun to see how things worked inside this ginormous organization.  I did project management for many fun projects.  I went to a meeting where my boss wasn’t going to make the meeting.   She told me, “don’t make any decisions or give them any final word on anything.  Got it?”  I laughed and nodded knowing she wasn’t kidding.  She thought I was too agreeable coming from years in sales.

The meeting was also attended by ten people from our internal client.  The discussion came around to part of the design which was normal for us and distasteful to them.   Naturally sister organizations would disagree on something.  But, remember I didn’t have power to agree on anything?   So, I told them I would certainly take their concerns back and get them a decision.   The director made her point two additional times and then was getting set to leave the meeting leaving us to finalize the details.  She reiterated they wouldn’t tolerate the design aspect we had on paper.  I nodded.  So you agree to not include that aspect?  I restated the extent of my power which included taking the information back to my camp to get final approval.  She stood to leave leaned in, looking me in the eye and pointing her finger and then said one more time, “you will not include that in the project. Right?”  Clearly I was out ranked out-numbered and over powered.  I was reluctant to go back to my boss and tell her I caved I said, “you know I don’t have the power to agree?”  She leaned further across the table toward me and repeated her demand to which I said nothing and she walked away.

Surprisingly she acted like that knowing I had no power.   The other surprise was that not one of the people who worked for her said anything when she left.  In fact they weren’t even looking at me.  The meeting moved on as if it didn’t happen.

Back in my camp we conceded the issue without much fuss.  But that situation really stuck with me and I was so curious about the occurrence of leveraging physical power that went to grad school to get a degree in organizational management development.  What I learned about that type of leader is they are leading from the place of the lack of power or really big fear of failing or being shown up or something else.  That behavior served her but at what cost to the team, the strategic partners or the project profitability.   That behavior really requires recovery time.    Certainly isn’t a positive influence or very motivating to the people their team.  And I would guess that people don’t flock into her office to work for her.

So getting back to what I do as a Leadership Development Consultant is to work with organizations to create systems of development where leaders at all levels learn skills that allow them to authentically lead from their own personal power.  They are naturally more influential, more motivating, sought after as a hiring manager and their teams get so much more done.

Strategies include communication skills of all type; presenting, writing, conflict, coaching, interviewing, tough conversations like disciplinary, cross cultural, motivation, legacy, branding, managing emotion, mentoring, career management and more  depending on the individual needs.

Systemic development strategies; mentoring programs, cohorts and mastermind groups on a specific skill or talent, time limited programs of development, leadership development programs for all stages of leaders, developing and leveraging stakeholders, coaching skills and programs, utilizing stock or off the shelf development tools like Myers Briggs or 360s and other ideas.  More importantly solutions come from the conversation around direct need and the goals.

Ideally that answers all questions but usually it starts a dialogue…..bring it on!

A Gift for You! How to Read a Book… time management style

How to Read a Book

Adler, M., & Van Doren, C. (1972). How to read a book. New York: Touchstone Simon & Schuster.

This book is a must read for anyone who doesn’t have enough time and is doing any higher learning or interested in staying current or just alive in the fast paced world.  Anyone who needs to read, comprehend and possibly regurgitate data from non-fiction books.  Here are my notes from the book.

Inspectional Reading, p. 32  — read the cover, the back of the book and the preface… do you want more information?

Skim or “pre-read” a book to see if it’s worth reading.

1. Look at the title page and read quickly the preface.
2. Study the table of contents.
3. Check the index.
4. Read the publisher’s blurb.
5. Check the table of contents for chapters that seem pivotal to its argument.
6. Dip into the content here and there sometimes several pages at a time never more than a few pages.
7. Look for signs of contention to the pulse and be sure to read the last 2 to 3 pages.

X-ray, p. 75  — Look for the structure of the book.

Rule 1 – you must know the kind of book you’re reading; fiction or non-fiction and what type.

Rule 2 – state the general idea of the book in a single sentence or a few sentences.  The process of articulating this allows deeper understanding.

Rule 3 – understand the major parts of the book.  How are they are organized into the whole?

Rule 4 – define the problem or problems the author is trying to solve.

Second stage,

Rule 5 – understand and then interpret the author’s key words.

Rule 6 – Grasp the author’s arguments, by finding them in or constructing them out of sequences of sentences.

Rule 8 – determine which problems were solved and which were not solved and whether the author knew they were omitted or left open.

Critiquing a book fairly, p. 137

Rule 9- read with an open mind.  What does the author offer?  Suspend an opinion before starting to read.  The author has a point and as a reader it’s your job to discover that point.

See?  It’s easy to read all those business books there was not enough time to read.  Now you can be the one saying… “Have you read…?”  Or “I read in ….”  And you’ll be happy to move those books off your to do pile.

Enjoy!

Business Etiquette: Don’t Confuse Pet Peeves for Ill-Mannered Behavior.

I have been asked to write on business etiquette. Well, I find that’s rather personal. In fact, so much so, that I asked several colleagues to tell me what I should include in the blog post. Some of the passionate responses written about what’s “right” and what’s “wrong” in the workplace on a napkin:

• When to/not to text – NOT in meetings unless (______) fill in the blank with each person suggesting different qualifiers
• When to/not to take calls – NOT in meetings unless expected then of course warning the person you’re meeting with that you may need to take a call prior to the actual call.
• Timely return of call or email – the timeframe differentiated from 2 hours to 2 weeks depending on the subject of the contact and the urgency of that contact and all based on the receivers perception. Never mind the rank and relationship the receiver holds with the contactor.
• Writing a block of text and expecting people to read through it and understand it in completion of what the writer was intending. Everyone agreed that we would read the block of text only if demanded.
• How to handle a death in the office – what do people do, and then need, after a shocking episode like that. I am not sure this is etiquette or a situation addition.
• Blind copying someone on an email and expecting a response from anyone that is blind copied – don’t expect a response or to have them read the content. Open rate for bulk emails is about 25%, if you’re lucky.
• Being criticized for using “younger” language, then having to listen to language like “why I oughta.”
• Introduce people when they become part of the conversation with grace – first name, last name and some context for the people to relate to each other.
• Using acronyms and assuming that everyone in the room knows the language

Well, as you might guess, this list might go on and on… In fact, it’s sort of a fun dialogue to get people talking about their opinion, which is when the thought came to me that just because it bugs you, it doesn’t make it improper etiquette. Calling it etiquette might be easier than a direct conversation about behavior that isn’t getting the result both parties are seeking. But that would require a real conversation with real people and real feelings.

• Encarta’s definition of pet peeve – somebody’s constant topic of complaint.
• Encarta’s definition of etiquette – the rules and conventions governing correct or polite behavior in society in general or in a specific social or professional group or situation

Here you’ll obtain a downloadable article with “14 Tips for Business Etiquette” from www.BusinessManagmentDaily.com, which I found useful to note my own bad behavior. Unfortunately, I found no such guide to pet peeves so for those, you’re on your own.

The business case for proper etiquette is simple – when judging your behavior and comfort level you exhibit in a certain situation, they think you belong and you can stay, return, get promoted, be invited to more elite meetings and so on. Your career grows along with that assimilation to additional situations. If you’re asked to represent the team via email to senior leadership, you want to be confident that your approach will be well received. If in doubt, err on the conservative side when acting or communicate. This is no different than being a guest in someone’s home where you may want to be invited back you adhere to their rules, not your comfort level.

You’ll get one or maybe two chances to present yourself before a permanent impression sticks, so don’t blow the opportunity. Be aware and get prepared. Most of all, start acting like you belong now. When you fit into any situation, you’re not limited to only certain situations. What opportunities have you had that you wish you were better prepared to put your foot forward? What opportunities would you like a “do over” now that you’ve read through the tips?

Since I am learning more about etiquette and being made aware of my own behavior in writing this, I am not necessarily the right person to ask. I will speculate and research though. I could probably help you address your pet peeves. Those I am familiar with intimately.

Stop The Process to Improve the Outcome.

Making change happens when you’re already doing the work? While that doesn’t seem, grammatically to be a question, it seems absurd if you’re in the workplace to stop all the “progress” you’re making and regroup when you know perfectly well what needs to be done and by the way you’re doing “it,” thank you very much.

Except, well, the results, you’re producing aren’t meeting the customers standards and timing. And there is a lot of money riding on meeting those standards. And there are a lot of jobs riding on those standards. Never mind future contracts and other current projects that are riding on finding a successful path to “getting this project on track.”

No pressure.

How do you turn a ship around when the direction isn’t as clear as the first path? That’s the billion dollar question. Or does it just have billions of dollars riding on it?

I was actually on a ship right after the issue with the Italian cruise ship hitting the reef. Ironic timing, yes? But using the metaphor “turning the ship around” has new meaning to me. The third day we were slated to dock at British Honduras. The dock is fairly new and the “parking space” accommodates the big ships. The excursions were all planned, the tickets sold, the people were ready to disembark. But the ship hadn’t docked yet.

The announcement was there was a delay. The night before was windy… and a little creepy from a passenger sense, listening to the boat/ship creak. We all speculated as to the course and the decision and the risk. We were all more aware of real risk of error due to the previous news reports. So we speculate and we wait.

The captain of the ship is the only one who can really make the ship change course. He made an announcement that we would skip this island and move slowly to the next island due to the velocity of the wind and the narrow opening between the reefs. He light heartedly said, “I am sure you can appreciate the precarious nature of the challenge.” And the collective laugh at breakfast was probably relief with the reassurance that the captain was doing the best for us. The islanders lost a lot of money that day. And in short order, we found many other activities.

What ship in your organization needs redirecting that will be met with a sigh of relief?

With an answer, you need a plan… John Kotter, who is a change process guy and his model, has an 8 step process for change:

1. Create a sense of urgency (the ship had some urgency to decide to dock or not)
2. Build a team of the right people (who needed to assess the safety/cost of docking or not)
3. Get clear on the vision or outcome and make sure it’s right (safety of the passengers)
4. Communicate, communicate, communicate (all staff on the ship had to then know their role)
5. Empower people to actually get the job done (the crew to attend to the need of the passengers for a revised on board activity schedule without time to micromanage)
6. Highlight the short term wins along the way so we all see progress (people to participate in the new activities and the ship’s staff in place must be recognized for changing the schedule)
7. Keep pushing… tenacity (His model is changing the culture making populations more change ready or comfortable with change)
8. Make the change or the new process stick (agile execution of change is seemless when the culture is consistently rewarded and the outcome is successful in a variety of executions)

While the captain was the one to make the announcement, you know there were more people involved in the decision. The ship crew that could get us docked, the weather people, and the local captain who helps guide the ship in as the expert of that particular part of the Caribbean all had to weigh in. They had to have dialogue. What if one of the experts in that group wasn’t given a chance to speak or was afraid to go against the goal of making big bucks on selling excursions? What if the captain wasn’t really strong enough to make a very unpopular decision to stop the process and gather the guiding coalition to make a good decision? There are a lot of “what ifs” along any pathway to big reward.

Is your guiding team of experts able and willing and rewarded for speaking out what may seem like against the goals? Are they able to share their perspective and slow down the process enough to ensure the ship or project will meet the intended outcomes?

Bring in people to help you see where the real communication is blocked. If you’re not getting the information or the outcomes you need, bring in an objective observer who will tell the truth about what is not being said.

Summer time is for fun not working long hours!

As we move into the summer months it’s going to be more important to manage priorities to make time for all those summer activities that we love. I would call that work life balance. While we’re working we need to make the most of our time. So this week’s topic is managing priorities. Many things come into play in managing priorities: tasks, time, deadlines, budget or resources and of course deciding what’s important.

Prioritizing starts with time management and most articles include these steps:
• Define your to do list. What is your system of tracking tasks? Most professionals currently have a system.
• Define priorities on that list. Generally you know, but if you’re not clear on the expectations or priorities then don’t guess, get key stakeholders involved.
• Do the work. Which of Stephen Covey’s quadrant are you in most of your day? See below
• Minimize distractions – Focus appears to be the greatest factor increasing productivity.   Contact me for the articles about these.

Covey’s Time Management Matrix (from 7 Habits of Highly Successful People)  This was a beautiful matrix but now it’s text.

As you know Covey’s matrix has four quadrants designated as to how Urgent or Not Urgent and Important or Not Important

Quadrant 1 — Urgent and Important

• Crisis
• Pressing problem
• Deadline-driven projects
• Some meetings
• Some preparation

Advice –> Do it now!

Quadrant 2 — Not Urgent but Important

• Some preparation
• Prevention
• Strategizing
• Analysis
• Relationship building
• True recreation
• Teaching or training

Advice –> Decide when to do it – but DO it!

Quadrant 3 – Urgent but Not Important

• Interruptions
• Some phone calls
• Some email, some reports
• Some meetings
• Many proximate pressing matters
• Many popular activities

Advice — Delegate it

Quadrant 4 — Not Urgent and Not Important

• Trivia
• Busy work
• Some phone calls
• Time wasters
• “escape activities”
• Irrelevant email
• Other people’s business

Advice – Dump it

We manage ourselves not time.  Am I suggesting you have no fun at all – Oh..that’s not what I said.  But I do suggest you judiciously use the recreation time to make your outside of the office time expand!

And of course you’re welcome to come talk to me about managing priorities.

Career Recalculation

This week I worked with several clients who are really accomplished.  They are well thought of by their boss’ and by their internal clients.  They are right on track.  Having excelled in every aspect of their lives they are exceedingly conscious of goals and tracking towards those goals.  With things in place there is a lull in the action towards goals arena.  Up until now the world was set up in chunks of time.  Those chunks look like semesters in school. Levels of schools like elementary, high school, university and some even go on to get the masters which is still in a chuck.    These clients have really strong identification with goals and achieving those goals.  Very concrete and simply understood and never compromised or questioned.  You simply set goals and achieved them.  Even getting married and having a family could be on that list.

Goals are a no brainer.  But are they addictive?   Or is achieving those goals is addictive?  Well, not really since addiction is in fact a physical response to a physical stimulus.  But the quantifiable nature does satisfy the need to achieve.  It feels good internally to set a concrete goal and achieve it.  It doesn’t feel good when the achievement seems to be random in my new environment.

Now what?

In young adults at age 20 to 25 is the age biological development is completing.  The neurological development is coming to completion at that time too.  That means at the pinnacle of their physical state they technically start the descent of the aging process.  Without adding any sort of spin, it’s new at that age.  No explanation, no threshold, no ceremony just a slow movement from developing to declining.  Quarter life studies show us there is a documented typical crisis that goes along with this stage.  It appears to an internal challenge where the learning curve of getting life started hits the trajectory where there is less noticeable accomplishing and more refining.  It’s similar to boating in getting the boat up to speed requires the nose of the boat be in the air.  That’s both exciting and trying since visibility isn’t available.  When we reach the desired speed (or on track in the career situation) the boat begins to normalize and seemingly slow. That quiet can be unsettling.  Especially when from the very beginning we’re driven by getting to the next step.

Drive has gotten us here, now what?

It’s time to reflect, refine and recalculate.

1. Reflect on goals.  What goals are still relevant?  What goals do I want to add?  Who am I in those goals?  Who am I in this organization?  Who in the organization seems to have fun?  Who do I respect? Does one goal compete with another goal?
2. Refine goals to fit the situation.  Does my goal to reach x before I am 30 fit the situation I am in currently?  How do I know?  Is my boss under 30 and headed toward x? What does x mean?  What does it mean to me?  Do I really want to invest what it takes to be in that position?
3. Recalculate goals to match new environments.  Matching my goals to a holistic vision of life.  The word sustainable has to come into the mix.  What goals if I don’t achieve will be adjusted to something more sustainable?  What are my strengths and where do I incorporate those in my goals?  What goals will allow me to I balance my work life with a personal life?  Do I want to add more personal goals like learning to speak Italian?

Above all it’s time to go easy on the push to get there before it’s time to get there.  Just like your GPS you have to recalculate those goals to adjust the environment and the changing weather.  Be aware of how dynamic you are in your world.  Give yourself a break.  It’s okay to be driven but you have to be agile in the face of your career goals in response to corporate environment.

Motivational Idea for Week 35

Motivation is even more important today than a week ago.  Actually, not really more important, but just as important as it was a week ago.  It’s Sunday night, the Packer’s are beating the Bears  so all is right with the world.  Now I am starting to think about my week ahead.  I promised that I would put new motivational ideas here weekly.  Since I couldn’t get it posted on Friday I thought I would add this before the next week started.

Week 35
Start a book club – a business book club.  Put it on the calendar and put it into the work day.  They may (like there’s even a chance) not get time to read during the day.  But talking about the content of the book during the day makes sense as it’s a strong component of leadership development.  The employees build their library, you build your people, you gain a cohesively formed team, and they build internal relationships and grow their resources especially if the club is cross departmental.   Select the list of top business books including a selection of team building, communication skills, presentation skills, change management, innovation or biographies.  When they come to consensus on the books they are using team skills and self forming groups with emergent leadership.  It’ll bring out useful skills in other situations.

Start with one of my great take-aways from grad school which is a book on how to read a book in 30 minutes.   I thought this was an optional book.  But it was THE single best book I bought, EVER!   The book is by Mortimer Adler and it’s called How to Read a Book: The Classic Guide to Intelligent Reading. This book will save you and your people hours of time wading through the pulp of a great book.  They will read more if they can get through the books faster.  So will you.

If your team is dispersed bring them in via teleconference.   The program would be especially effective with a sales team who is separated by distance around the country.

Establish some ground rules or let them form their own group and rules.  Here are sample ground rules:
1.    Get a core group of people to start it.
2.    Establish a regular schedule.
3.    Advertise the program.
4.    Create a simple list of questions to create a dialogue on the book; over all reaction, biggest take away, any surprises, any inconsistencies, anything we can implement, how?
5.    Ask for stand in facilitators to each volunteer to manage a meeting.
6.    Start with a list of books to schedule.
7.    Give it twelve months with a few months off during vacation season or the tough season for your business.

Trust that you employees will be responsible and fulfill their commitment to the group.  They will have to contribute or be noticeably a slacker.  Regardless of how much they read they will get the gist of the book and the benefits of reading the book by attending the meeting or reading part of the book.

I would love to hear how this idea works in your office.

It’s September 1, 2009 – are you ready to succeed in 2010?

Motivation is the new black!

August is over! As we head into the fall (yes, I said fall) have you securely looked at your 2010 plan? As I write I am stunned at how 2009 passed so quickly. For the past three years that I have been in my own business and that has been a blur. To say that I have learned a lot would be the understatement of my lifetime. I have learned a lot about the difference between marketing a product for another company or a service for another company and marketing my own product and company. Entrepreneurship is not for the faint of heart but more satisfying than I would have guessed. Staying motivated to increase innovation to grow business, or grow in your career is a challenge that all my clients address.

What will you do to ensure success in 2010? Need ideas that result with contribution that don’t add much to the expense account and bring out the best in your employees? Need ideas of how to rejuvenate the innovation of your employees to problem solve with a new spirit?  Building morale is a top issue for most companies with the remaining employees.  Please have basic needs that go far beyond money in the workplace.

Here are 5 low cost ideas to motivate innovation and renewed spirit:

1. Reward with time off. Truthfully the team pitches in for everyone else when they are gone knowing they will get their own time. Even an afternoon or a few hours during the day to do “market research” will cost your company very little. Create a team +building experience or send them out to research and report back.

2. Reward with promotional items that only certain levels get but there is a surplus. In fact you could create a point system and then have a “garage sale” like the state of California.  Even items that are in the storage area that still have value.  Do you need to keep all the office furniture of those who are gone?

3. Do you have a development budget? Send them to a class of their interest and don’t require it to directly relate to their job. They will come back with new ideas.   Even a cooking class might bring treats from home.  But there are valuable skills developed in any class.  Completing the class brings a true sense of accomplishment.

4. No budget for development? Create a series of “lunch and learns” taught by your own employees. Someone has greater knowledge of a topic than others. Create a white board for ideas of topics from the group. Then ask people to volunteer to facilitate the experience. Give them guidance on facilitation. You have a development program for each facilitator and the attendees are building new skills. Work related or not the act of learning something new build creativity.

5. Lunch with a leader. Have each business unit or department create the problem to solve with a Big Idea and the best idea wins the contest. The prize is to have lunch with a leader of their choice. Leaders must say yes, and they must have lunch within two weeks. Leaders buy the lunch. You may want to put a hierarchical definition of leader so the employees stretch their comfort level. You may want to suggest talking points or questions to ask those leaders to create more comfort. With this you open new lines of communication and get big ideas!

Finding the right motivation for employees is far more valuable than money especially when money is not available.  Right now, motivate with ideas that you can leverage to give you the lever of strength for 2010 strength. Find even more ways to motivate your clients on a shoestring budget at my blog. I will put a new idea every week from now until the end of 2009. The site is www.sage4change.com/blog and you’ll know what to do immediately!  Post your ideas or successes to motivate your teams!  Everyone needs new ideas on how to grow business!

Just so you know my motivation (mission) is to be a conduit to bring back the light in people’s eyes by energizing leaders and employees with their own strengths and ideas. At the end of the day to be the conduit to senior leaders realizing the improved contribution they make with a few subtle differences in approach or to putting a strategy in place where all the corners of the organization own their value propositions and honor coworker’s contribution.

It’s so satisfying but I don’t always know when that happens. My incentive is hearing from you. Whether you connect with me on Facebook on Twitter @weilandpatricia and follow me or LinkedIn and say hello. I will be even more motivated to write more and research more budget sensitive solutions to grow your business!  Check back here weekly to find a new idea!

Motivation When the Job Search Dries Up

The Pipeline Dry…Now What?

You’re out!  You’ve told everyone you can bear to tell you’re on the market and what you would like to find.  You’re networking like the books say.  You’re doing everything right.  It’s just not falling into place as fast as you would like.   Now what?  Just like you wouldn’t allow your staff or the sales team or your kids to quit until they’ve finished the job, you can’t quit going after the right job until you’re placed in the position which satisfies your career goals.  You have consulted your financial advisor and you know your situation with the impact of losing income.
How do you stay motivated?   You were are so driven in your career that you don’t get why you might be slipping here.

Motivation is intrinsic.   What does that mean?  Yeah, I need a job…so this is brilliant?  Actually “they” have been studying motivating employees since the industrial revolution (20’s and 30’s) where changing the lighting, either making it brighter or darker increased productivity.  One study in the Harvard Business Review from the 70’s from Harry Levinson called the “Great Jackass Fallacy” where the leaders are genuinely stunned the employees don’t actually have the same motivation as they do.  They had no idea that employees should be involved in decision making.  But of course you’re well aware of all that.

McClelland, who widely speaks to the motivation need theory and groups managers three ways – whether they need to be likes (affiliative), ones who need to achieve (achievement) and get things done, and then there are the ones who are driven by power.  I am sure each one of these descriptors has a face when you read through these.
Frederick Herzberg makes more sense to me.  His study from the sixties Motivation-Hygiene Theory proposes that employees are motivated more by the job than the pay or benefits.  The environment, the pay, benefits, social aspects or how you get along with your co-workers won’t actually de-motivate you.  They won’t motivate you beyond a certain point either.  But he contends that the level of challenge in the job, how autonomous you are in your job, your intrinsic interest and how much opportunity for creativity you bring to your job.

Yeah, yeah, get to the part where I can be more motivated in my job search.  Well, glad you’re still reading.  I believe that once your job search is up and running the challenge diminishes. Really your resume looks good and even you’re comfortable with it.  Your contacts all (first tier and part of the second tier) know that you’re looking.  And quite frankly it doesn’t take you all day to do the search.  It’s quiet.  Going from being attached to a bberry 24/7 to managing the search details in a few hours a day is a cultural shift that’s odd.  New behavior is odd.  Silence is de-motivating.  Or is it?

Tactical tips on how to stay motivated using evidence based motivational theory:

• Challenge yourself to sit in the silence – great ideas fill a vacuum.
• Know that doing the same hours from the corporate drive is going to burn you out fast. Put in the effort in 3 to 8 hours a day and then do something replenishing.
• Find a job that you think would be fun but not directly related to your past – challenge yourself to find experience and transferable skills you would bring to the job.
• Go to the library – librarians are the least used resource as a brainstorming partner.
• Go hit balls at the driving range – not as expensive as a round and you never know who will be next to you or in line to get a beverage.  (do something of interest while networking)
• Paint your house.  By doing something outside your norm you are challenged and the head space leaves room for creativity.
• The job search is entirely autonomous as it is up to you to create the pathway to new employment.
• Ensure that your target job search is true to your intrinsic interests and values.
• If there is a to-do item that goes from day to day without?  Take a strong look at it.  Is it important?  What will it feel like to finish?  Either take one step towards it or take it off.
• Work doing something for a non-profit or someone in need, volunteering will at least help you know that you have something to contribute.

Your challenge when the immediate energy dwindles is to pull out the motivation to create a list that might be what you thought of second tier.  Maybe you’re on the third tier.  It’s still up to you to come up with new ideas and stay positive and more importantly stay engaged in the search. If you need help find a job search group of like-minded colleagues.  If you can’t find one – start one.   If you want help with ideas, motivation or support — call a coach.