motivating your team part 1

8/18/2019 Motivating Your Team Part 1

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Building a Fun and

Creative Team

Kristin HanksSpring 2003

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About This Workshop

Introduction:

This workshop is based on three principles I have noticed in my 6 years of employment inInformation Technology

!irst" in the technology ind#stry" a promotion often means going into $management%&'nfort#nately" many people are trained as programmers" machine operators" or data engineers&!orming and coordinating a team are foreign concepts to many of those individ#als&

Second" technology is an ind#stry that is constantly changing& (ew ideas are often the main$prod#ct%& So" creativity is coveted& However" many people seem to believe that creativity issomething that yo# either have or yo# don)t& In a $go go go% environment" few managers havethe time to fig#re o#t what creativity is and how to get more of it&

!inally" beca#se of the recent e*plosion of information" people in technology +'ST work inteams to really achieve& (o one person can master all of the concepts a company or organi,ationneeds to have a s#ccessf#l IT infrastr#ct#re&

This workshop was developed to provide IT managers with a pinch of management training" adash of creativity promoting ideas" and a smidgeon of team theory& -eca#se IT professionals donot often have a lot of time" the workshop will consist of .#st / ho#rs& +aterials in the workbook s#pplied to the attendees are intended to provide s#pport and ideas after the initial seminar&

Targeted Group:

This seminar is designed for IT managers interested in improving their team)s prod#ctivityandor morale& It sho#ld be especially helpf#l for new managers or people recently promoted o#tof more solitary positions" s#ch as programming&

Organization:

The workshop is divided #p into seven sections& These are

1& hy Have !#nreativity at ork42& Tapping Into 5o#r wn reativity3& 7etting to Know 5o#r Team/& reative Thinking Techni8#es9& :voiding -locks to reativity6& ;ewarding 5o#r Teamand hirein a way to contin#e it?& The workshop will only be / ho#rs long b#t will cite n#mero#sreso#rces that managers can refer to long after the seminar&

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Section 1: Why Have Fun/Creativity at Work?

earning O!"ective#:

1& -ecome aware of some of the benefits of f#n in the workplace&2& @iew e*amples of f#n in workplaces aro#nd the co#ntry&3& A*plore types of $f#n% that are inappropriate in the workplace&/& 'nderstand that f#n does not have to cost a lot of money&9& See e*amples of creativity on the part of the manager" which leads to f#n in the

workplace&$ateria%# to !e earned:

This section mainly provides e*amples of workplace f#n& There are no specific lessonsmaterialsto be learned& It is intended to open the participants) minds to the endless possible ways toimprove the work environment& It also provides a bit of str#ct#re by incl#ding a list of areas thatare more controversial and harmf#l than f#n& +y hope is that this section will energi,e andmotivate the attendees to want to create a teamworkplace like those listed as e*amples&

$ethod# and &rocedure#:

There will be open disc#ssion after reading thro#gh this section of the workshop& I will ask participants to point o#t a few e*amples they really like or have seen in practice&

Section ': Tapping Into (our O)n Creativity

earning O!"ective#:

1& 'nderstand ways to meas#re creativity&2& A*plore the concept that managers m#st #nderstand their own creativity before they can

help others become more creative&3& A*amine the concept that there are ways to improve yo#r own creativity&

$ateria%# to !e earned:

1& hat is a creativity test4 How is it scored42& Techni8#es to improve creativity&

• “What would happen if”…..

• Unusual uses for common objects

• Brainstorming

• Internal visualization

• Fantasy

• Practice asking questions

• Problem defining

• “Scamper” method

• List what is good, what is bad

• Visual puzzles

• Logic Exercises

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1& :ctivity B reativity Test2& Cisc#ssion B reativity tests are not necessarily acc#rate" b#t can be #sed to increase

yo#r awareness of yo#r own creativity& If yo# received a low score" don)t worryD Thereare 8#ick and easy ways to improveD

3& :ctivity B 'pside Cown Crawing Task B Have participants draw the pict#re of Eeonardo

da @inci #pside down& This helps them #nderstand the concept of letting go of preconceptions and the $#s#al% way of doing things&

/& ite So#rces B How to Think Eike Eeonardo da @inci by +ichael 7elbF reativity is!orever" 7ary Cavis

9& Cisc#ssion B ther personal creativity methods >see list above? B participants are provided with space to take notes on the methods they like& Their writing the ideas downmay help concrete them in their heads&

Section *: Getting to +no) (our Tea,

earning O!"ective#:1& 'nderstand some f#n ways to get to know other team members&2& A*plore methods to b#ild team morale&


1& Ice -reakers B hat are they and what do they do4

• Index Card:

• Treasured Objects

• Intro self by a nickname

• Middle name game

• Accomplishment Hunt

• Team brainteasers

2& Team -#ilding e*ercises&

• elebrating Special Avents

• Team =hotos

• :ctivities

• =sychic +assage

• =ositive Strokes

• omm#nity -#ilding


1& :ctivity G Inde* ard >favorite hobbies" favorite cities" something interesting abo#t yo#"etc&?

2& Cisc#ssion B A*amples of Ice -reakers and Team -#ilding A*ercises& :sk participants ifthey can think of other ideas they have enco#ntered&

3& :ctivity B Scrambled ities& -reak into pairs& The team that finishes first wins a pri,e&/& ite So#rce B Still +ore 7ames Trainers =lay" Scannell and (ewstrom&

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Section -: Creative Thinking Techni.ue#

earning O!"ective#:

1& A*amine vario#s creative techni8#es a gro#p can #se&2& A*plore which creative techni8#es can be #sed for different work related sit#ations&


1& Idea sp#rring 8#estions2& ther techni8#es

a& -rainstorming b& ;everse -rainstormingc& +ental +appingd& +etaphorical Thinkinge& Idea hecklistf& 6 Hats


1& :ctivity B ;everse -rainstorming of ways to make c#bicle life worseD2& Cisc#ssion B Talk abo#t the different creative thinking techni8#es and real workplace

e*amples for each of them& Stress that there are many many other activities o#t there&3& ite So#rces G : hack on the Side of the Head" ;oger @on echF Cr& #rt -onk)s classF

reativity is !orever" 7ary Cavis&

Section : 0voiding %ock# to Creativity

earning O!"ective#:

1& 'nderstand the vario#s blocks to creativity&

2& A*plore specific ways to avoid s8#elching the creative ideas of yo#r teammates&


1& @on ech)s 10 -locks to reativity&2& Idea S8#elching =hrases&


1& Cisc#ssion B hat are blocks to creativity42& Cisc#ssion B Idea S8#elching =hrases&3& :ctivity B -reak into gro#ps and think of real e*amples of idea s8#elching phrases yo#

have heard& How did they make yo# feel4 Cid yo# want to come #p with more ideas4

Cid yo# become defensive4 The gro#p with the most e*amples wins a pri,e&/& ite So#rce B : hack on the Side of the Head" ;oger @on ech&

Section 2: 3e)arding (our Tea,

earning O!"ective#:

1& 'nderstand that rewards do not need to be monetary&2& A*plore the importance of rewarding employees&

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3& A*amine how motivation is tied to rewards&


#st as in the $hy Have !#n and reativity at ork% section" this section mainly providese*amples& There are no specific lessonsmaterials to be learned& It is intended to open the participants) minds to the endless possible ways to reward employees&


1& Cisc#ssion B ;ead the table of content pages from the 1001 ways books >see below?&Cisc#ss the different types of rewards and incentives& Cisc#ss why rewards motivate&A*amine why .#st giving more money is not necessarily the most creative way to rewardyo#r employees&

2& ite So#rce B $1001 ays to ;eward 5o#r Amployees%" $1001 ays to Anergi,eAmployees%

3& Cisc#ssion B How are some of the ideas that were listed in the $hy Have !#n andreativity at ork% section are not only motivating" b#t also rewarding&

/& :ctivity B -rainstorm B If yo# have .#st 20 to reward yo#r employees for a .ob well

done" how co#ld yo# do it49& Cisc#ssion B !ree ;ewards >see printo#t?& If yo# have absol#tely ( reso#rces to #se

for rewards" there are still ways to make employees feel val#ed&

Section 4: Hiring Creative &eop%e

earning O!"ective#:

1& A*amine the characteristics of a creative person >both good and bad?&2& Cisc#ss ways to seek creative people&

$ateria%# to !e earned:1& reative =erson :ttrib#te Eist >-oth =ositive and (egative?&2& Eist of ideas on ways to test for creativity&


1& Cisc#ssion B reative =erson :ttrib#te Eist& Co these describe anyone who works foryo#4 :re they high achievers or low achievers4 Co yo# know anyone with the negativecreativity traits4

2& :ctivity B +etaphorical Thinking B How is yo#r position like being a shark4 How wasyo#r last .ob like being in a prison4 How was yo#r last .ob like being in an am#sement park4

3& Cisc#ssion G The 8#estions in the activity co#ld be #sed in an interview& hat wo#ld yo#think of a person who said their last .ob was like being in an am#sement park beca#se itwas e*citing4 hat if they said it was beca#se it was too crowded and they hated beingaro#nd all those people4 hat if they said it was beca#se it was dangero#s and not worththe risk4 Cisc#ss other techni8#es yo# co#ld d#ring interviews" s#ch as shortenedversions of creativity tests" $hat ifJ% 8#estions" etc&

/& ite So#rce B reativity is !orever" 7ary Cavis&

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0##e##,ent &rocedure#:

There will be a short s#rvey given at the end of the workshop& This will allow participants toconvey which parts they fo#nd the most helpf#l and interesting to them& In addition" I will give participants one month to try incorporating at least one techni8#e into their workplace& e willthen have a oneGho#r followG#p l#ncheon where we disc#ss what worked" what didn)t" and anynew ideas that the managers have come #p with since the workshop&

$ateria%# 5eeded:

ne notecard for each participant=ens" pencils" markers=aper !lip hart to list good ideasne copy of each of the following for each participant

orkshop orkbook 'pside Cown CrawingScrambled ities >!rom +ore 7ames Trainers =lay?

!ood and Crink

andy or other small $pri,es%

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Table of Contents

Why Have Fun/Creativity at Work 4hy Have !#n at ork4Amployers 'se !#n to !ight T#rnover !#n is (otJ&

Tapping Into (our O)n Creativity: reativity Test B How creative are yo#4ther reativity Techni8#es'psideGdown Crawing or pposite Hand Crawing B pg 2


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Why Have Fun At Wor!

• Some !#n Statistics

• Amployers 'se !#n to !ight T#rnover

• !#n is (otJ&

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Employers Use Fun to Fight Turnover

It's Serious Business!

Everyone has had a bad hair day, but how about a bad tie, bad hat or bad shoe day? More and

more companies are putting together contests on the ugliest dressed. Why? Another company

sponsors an annual turkey bowl. Employees go out on the loading dock, take a frozen turkey andtry to knock down as many empty wine bottles as possible. This is not evidence of companies

gone nuts, but tactics used to stem off a serious business problem.

The biggest problem facing business today is how to keep and motivate workers. The other

problem slapping them in the face is high turnover. Just like the Titanic, today's mobile

employees jump ship for as little as a $1.00 hr raise unless something keeps them. That

something may equate to a fun, flexible workplace that gives them more freedom and

responsibility. Wouldn't it be great if you enjoyed going to work? Where your supervisors

showed appreciation for what you did?

A company experiencing high turnover has a serious financial problem. It costs anywhere from

$4000-$15,000 to recruit, hire and train a new employee. One Atlanta company lost 420 of the

431 employees they hired this year. If it cost them $4000 per employee that equates to a $1.7

million loss. Unfortunately, most employers do not know how much turnover is costing them.

Here are a few examples of fun workplaces:

Humor Corner: Give employees one corner of a break room or other area to post cartoons,

illustrations and other items designed to relieve stress. At the end of each week, the staff can

award a prize for the best submission.

Flextime/flexshare: First Tennessee Bank, (city, state) believes that if you treat employees well

they in return treat your customers well. The use of flextime and flexshare programs has resultedin double the loan volume handled since 1992 with no increase in staff or major changes in

systems or technology. An additional bonus: a giant leap in customer service ratings.

The Talking Stick: Try introducing the "talking stick" into your office. This idea originated

from a Native American tradition. Each month a different person in the office receives the

talking stick which provides that person certain rights and privileges (which vary from office to

office) for the month. For example, the "owner" could provide fellow employees one hour a

month administrative leave.

Employee Dollars: At Phoenix Solutions Inc. employees award an "employee dollar" to fellow

employees who do something special or exceed company expectations. Each month the

employee with the most dollars gets movie tickets, dinner, and a plaque with their name as"Employee of the Month."

"Management by fooling around": Herb Kelleher, CEO and founder of Southwest Airlines,

combines fun and hard work into something he calls "management by fooling around." At the

nonconformist airline everything - from the tickets and boarding passes to the casual dress and

occasional costumes attendants wear - clearly demonstrates that something is different.

Payday: The Milwaukee office manager for Manpower Inc. doesn't just give out paychecks on

payday - employees also receive a Payday candy bar with their check.

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Lightning Bolt Thru the Head: A great tools for getting people to think innovatively and have

fun at the same time.

Employers Use Fun to Fight Turnover – P! "

Man Overboard Award: CIGNA believes in rewarding employees who goes over and beyondfor their customers. The Man Overboard Award is a life-saving ring, which the president

presents to an employee at a special ceremony. CIGNA also pays teams for implemented ideas

that improve productivity with awards as high as $25,000.

Choose Your Own Reward: At Miami-based Creative Staffing, the owner rewards her

employees with parties, expensive dinners, chauffeured shopping sprees, spa sessions, and

cooking lessons with Paul Prodhomme. She lets her employees decide what they want, then

figure out how much their package costs and also how much additional business they have to

generate to cover those costs. Choose your own reward - sounds like fun!

Engineering Bucks: The technicians at Weather Channel in Atlanta created their own

recognition system--called Tech Bucks. All they did was Xerox a dollar bill and give five of

them out at the beginning of each month. They give them to each other for doing a good job. Atthe end of the month they tally up who got the most and the winner gets a special prize.

Dancing the Macarena: Employees at PeopleSoft, Inc. still haven’t forgotten the day that CEO

David Duffield danced the Macarena in front of 500 happy co-workers. Duffield does not act like

a boss. His office is a cubicle; he answers his own phone and opens his own mail. Annual

employee turnover is three percent, or one-quarter of the national average. Employees who earn

outstanding service awards get either $500 in cash or 100 stock options.

The Extra Mile- United Services Automobile Association (USAA) provides blank "Thank You"

note stationary for their workers called The Extra Mile. Employees are encouraged to say "Thank

You" to each other for the help they receive at work. The most surprising thing happened on the

first day USAA printed the notes . . . they ran out! The company couldn't keep up with thedemand.

Fat Friday: Just about everybody loves to eat. At Texas A&M the first Friday of each month is

celebration time. Everyone brings food to share, and they celebrate birthdays for those month as

well as work anniversaries.

Surprise Celebrations: Often it’s the unexpected and informal that employees enjoy as much as

formal awards. Conduct frequent, unannounced recognition and award celebrations, such as

having a pizza party. If you don’t know of a reason to have a get-together for the work force,

invent one.

Gold Stars and Frogs: At Wachovia Bank, each Monday morning they set milestones for the

week with input from staff members. On Friday, employees receive a Gold Star and $2.00 (funny

money) for each milestone met. Employees can also recognize their peers with a sticker of a

frog, which is worth $1.00. Staff members display the gold stars and frogs on a white cardboard

poster. At the end of each month, they hold a random drawing for a dinner ($50.00) and movies

($25.00).

Having Fun: Hal Rosenbluth, CEO of Rosenbluth International (the nation’s fourth-largest

travel services company) believes in creating a fun work environment. He starts by hiring "nice

people," since he believes nice people like to work together and they like to have fun. Officers

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dedicate every Tuesday afternoon to serving high tea and discussing corporate values and other

matters of importance to new recruits at the company’s Philadelphia headquarters. There’s a toll-

free 800 number for any associate to contact Rosenbluth. He uses a sort of Crayola Rorschach

test by sending associates crayons and blank paper to render their view of the company. A

"happiness barometer" team meets every six months to benchmark attitudes and enjoyment

levels.

$m%loyer& '&e Fun to Fight Turnover ( )*+ 3

Faux Paus Award: Sometimes it’s fun to recognize an employee’s goof. Try the "Faux Paus

Award" - a plaque passed around the organization at a monthly social event with the current

recipient’s name engraved. The "keeper" of the award is responsible for selecting the next

deserving recipient.

After Dinner Phone Call: Even though you took time during the work day to thank the

employee who went "above and beyond," go a step further and call them at home after dinner to

say thanks. You might be surprised how much this can mean.

Breakfast with the President: The Human Resources Department of Nations Healthcare Inc.initiated a "Breakfast with the President" program to improve communications between

employees and the CEO. Each breakfast begins at approximately 8:15 a.m., with coffee and

biscuits served by the staff, and ends when the discussion ends. Results--higher morale and a

sense of open communication.

Fun Fridays: A Dallas (Texas) unit of Sprint Corporation uses "Fun Fridays" to energize

workers. Themes have included exchanging a plant with a co-worker, and ice cream socials

where managers wore aprons and served sundaes.

Thrilling Thursdays: Nike Employees in Beaverton, Oregon can’t wait for Thursday to roll

around. They stop work at 4:30 in the afternoon and after some beer and soda they kayak across

a lake, race bikes and compete in a 600-yard run.

Source: http://www.chartcourse.com/articlefun.htm

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Tapping #nto &our '(nCreativity

• reativity Tests B How creative are yo#4

• Increasing yo#r reativity G +ethods

• 'pside Cown Crawing A*ercise

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A Creativity Test

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So#rce Cavis" 1LL2

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#ncreasing &our Creativity – )etho*s

“What would happen if”….. -

Unusual uses for common objects –

Brainstorming –

Internal visualization –

Fantasy –

Practice asking questions –

Problem defining –

“Scamper” method –

List what is good, what is bad –

Visual puzzles –

Logic Exercises –

“How to Think Like Leonardo da Vinci” (7 steps) , by Michael Gelb –

There are also many Books on Increasing Creativity

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Upsi*e +o(n +ra(ing E,ercise-

!ollow the directions on the hando#t given&

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etting to .no( &our Team

So#rce httpwww&cartoonwork&comeval#ation&htm

• Ice -reakers

• Team -#ilding

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#ce /reakers

Index Card: hat is uni!ue about you"""#$ %a&orite 'ports(hobbies(past times )upper left*+$ ,irthplace and %a&orite cities to &isit )upper right*

-$ Current .ob and /esponsibilities )lo0er left*1$ + comments2 things2 or traits about yourself )e$g$2 team player2personable2 talkati&e2 opinionated2 hate 3urdue2 like mo&ies2 mo&ea lot2 hate sports* )lo0er right*

4$ Accomplishments you are proud of )in the middle*

Treasured Objects 5Take out t0o items out of your 0allet and describeho0 they best represent you )e$g$2 family pictures2 credit cards2 rabbits6feet* and share$

Intro self by a nickname 5 current2 past2 or potential

nickname$ )ask others 0hat it means during break*

Brainstorm a list of !uestions you 0ould like to ask theothers$$$ )e$g$2 My person I most admire is" The best book Ie&er read"*

Middle name game 5 state 0hat middle name is and ho0 you got it$

Accomplishment unt 5#$ Turn in +5- accomplishments )e$g$2 past summer2 during

college2 during life*7+$ orkshop leader lists #5+ of those for each student on a sheet0ithout names$

-$ 3articipants ha&e to ask 8Is this you"8 If yes2 get a signature$

Team brainteasers 9 fun I tests 2 scrambled cities2cross0ord pu;;les2 competitions

So#rce +erger of Ice -reakers >-onk" 1LLOF ;affini" 1LL6F Scannell P (ewstrom" 1LL1FThiagara.an" 1LLO?&

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Team /uil*ing

(ote See more e*amples of team b#ilding e*ercises in the $!#n at ork% section and the$;ewarding Amployees% Section of this workbook&

Ce%e!rating Specia% 8vent# B elebrate birthdays" team accomplishments" holidays" and more&

Tea, &hoto# B Avery time there is a new member of the team" welcome them by replacing theold team photo&

0ctivitie# B 7o to challenge co#rses" l#nches" $field trips%

ychic $a##age 9a c%o#er activity

1& Civide in teams of 3G9&2& In alphabetical order of first names have someone t#rn his or back to the gro#p3& Team members m#st make positive" #plifting statements abo#t that person behind his or

her back b#t lo#d eno#gh for others to hear them&/& ne min#te per person&

&o#itive Stroke#

1& 2G3 times d#ring a long meeting or workshop" each person fills o#t a 3 * 9 card abo#tother participants&

2& They m#st complete sentences like Mthe thing I like best abo#t >name? Mand Mthe biggest improvement I saw in >name? isM&

3& :t the end of the day" the folded cards are passed o#t and read alo#d and then given tothe named person&

Co,,unity ui%ding Gcommon tee shirts" photo of gro#p and perhaps p#t #p on the eb& =#tanno#ncement of retreat on eb or newsletter&

So#rce +erger of Ice -reakers >-onk" 1LLOF ;affini" 1LL6F Scannell P (ewstrom" 1LL1FThiagara.an" 1LLO?&

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Creative Thinking Techni0ues

So#rce httpwww&offthemark&comworkplaceworkplace0O&htm

• 7ro#p reativity Techni8#es

• +ore on Idea Sp#rring

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roup Creativity Techni0ues

rain#tor,ing B +ore ideas" the better& ild ideas good& (o eval#ation&A*ample 'se oming #p with new ideas" pro.ect planning&

3ever#e rain#tor,ing B How to do things worse" take more time" be lesseffective" have less f#n&

A*ample 'se riting boring year end reports" boosting employee morale&

SC0&$83 ,ethod B S#bstit#te" ombine" :dapt" +odify" =#t to other #ses"Aliminate" ;earrange&

A*ample 'se oming #p with new ideas" new .ob roles&

$etaphorica% Thinking B How is yo#r .ob like a circ#s4A*ample 'se Interview 8#estions" self performance eval#ation&

Si7 Hat# B ear different hats for different types of thinking&A*ample 'se (ew idea eval#ation

0ttri!ute i#ting or $orpho%ogica% Synthe#i# B :naly,e or combine 2 keyvariablescomponents in gridmatri*&

A*ample 'se oming #p with new ideas&

Si,u%ation# and 3o%e &%ay# B act o#t scenes" do comp#ter sim#lationsA*ample 'se #stomer Service training&

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So#rce reativity Is !orever" 7ary Cavis

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1everse /rainstorming E,ercise-

In the space below" list all the ways yo# can make c#bicle life )or#e

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Avoi* /eing an #*ea

S0uelcher

So#rce httpwww&cartoonwork&comartoon1&html

• @on ech)s 10 -locks to reativity

• Idea S8#elching =hrases to :void

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2on 'ech3s 45 /locks to Creativity

1. “The Right Answer”

2& $That)s (ot Eogical%

3& $!ollow the ;#les%

/& $-e =ractical%

9& $:void :mbig#ity%

6& $To Arr is rong%


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#*ea S0uelching Phrases

:s a manager" work hard to never #se these phrases& They will diminish motivation andcreativity and promptly halt all f#n at work&

•

We’ve never done it before.• We’ve already tried that before.

• It can’t be done.

• It won’t work.

• No way.

• Are you nuts?

• It’s a waste of time.

• I’m telling you, it just won’t work.

• What will other people think?

• Somebody would have suggested it before if it were any good.

•It is too _____ (modern, old fashioned, expensive, cheap, flashy, boring, etc.)

• Let’s discuss it at some other time.

• You’ve got to be kidding.

• You ask too many questions.

• It’s not in the budget.

• It has limited possibilities.

• Let’s form a committee.

• Don’t forget the chain of command.

• We don’t want to step on any toes.

• ________________________________________________________

• ________________________________________________________

• ________________________________________________________

• ________________________________________________________

Break into groups and come up with 3 or four very creative idea squelchers

Source: Creativity Is Forever, Gary Davis. Pg. 29

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1e(ar*ing &our Team

So#rce httpwww&cartoonwork&comreinforce&html

• $1001 ays to ;eward 5o#r Amployees%

• $1001 ays to Anergi,e Amployees%

• Eist of !ree ;ewards

• ;eward :ctivity

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4554 Ways to 1e(ar* Employees

Table of Contents Page:

Source: 1001 Ways to Reward Employees by Bob Nelson, Kenneth H. Blanchard (Foreword)

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4554 Ways to Energi6e Employees

Table of Contents Page:

Source: 1001 Ways to Energize Employees by Bob Nelson

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http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author=Nelson%2C%20Bob/103-2305775-7102216http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author=Nelson%2C%20Bob/103-2305775-7102216


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Free 1e(ar*s

1& Personally thank an employee for a specific job well-done. Specify what was good about itand why you appreciate it, which tells the employee you do pay attention. For example, say:"Thank you, Jim, for organiing that pro!ect so well. ou made it #ery clear what should happen,

when and why."

2& Put that specific praise in a letter or thank-you note. $hen you take the time to writesomething down, you clearly #alue it. This makes the praise e#en more meaningful. $henappropriate, copy the employee%s manager on your praise letter. Sharing the praise withmanagement lets the employee know you support his or her success at your company.

3& Provide as much information as possible about the company. Share as much as you canabout how the company is doing, where it%s making money, where it%s losing money, how itsproducts are doing in the marketplace, what new initiati#es are being considered and why, andhow the employee can best contribute to these efforts.

/& At every opportunity, include your employees in the decisions you make. &n many cases,your employees understand a side of an issue that you may not. &f you need to create a moreefficient deli#ery system, ask your deli#ery men and women how they would impro#e the currentsystem. &f you want to impro#e work flow for support staff, discuss with your secretaries andclerical workers how to best keep the work flowing. 'se their ideas, and gi#e them credit for them.

9& Give employees the opportunity to learn as many new skills as they are able to. (ostpeople like to learn, to grow, and to impro#e their marketability, and the more skills you enableyour employees to learn, the more they will #alue their position with you. )ross*train whene#erpossible so employees know each other%s !obs. +n added benefit is that employees whounderstand the realities of one another%s positions are more willing to cooperate and feel morelike members of the same team.

6& Celebrate successes. )elebrate an employee%s successful completion of a pro!ect, asalesperson%s landing a big client, your company%s impro#ed sales figures, your organiation%ssuccessful year*end. +fter a particularly tense week, bring donuts and coffee and gathere#eryone together to applaud a hard*working team. ro#ide balloons and noisemakers for a

rousing chorus of cheers for the completion of a difficult pro!ect. -uy a plastic crown at a partystore to place on the head of an employee who mastered a difficult skill or finished a course ofstudy. (ark the successes of your staff and celebrate them. on%t be afraid to be goofy in yourcelebration/ it%s a refreshing change from hard work.


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7iring Creative People

So#rce httpwww&cartoonwork&combesttalent&htm

• reativity Tests B like the one yo# took earlier

• Eist of reative =eople)s =ersonality Traits

• +etaphorical Thinking in Interviews

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3"


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Source: Creativity Is Forever, Gary Davis

4#


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)etaphorical Thinking in #ntervie(s

How is your current position like being a shark?

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QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

How was your last job like being in a prison?

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How was your last job like being in an amusement park?

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Source: How to Think Like Leonardo da Vinci by Michael J. Gelb

motivating your team part 1

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