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Issue 34 February/March 2010

 Welcome
 
In this month's issue:
Introduction
 
  
 
We want to deliver value through Perform. Your opinion matters to us.
  
Please send your feedback to Perform@motivationmatters.co.uk 
  
We want to make things better.
 
 
 Introduction
 
This month's newsletter will raise a few eyebrows!
 
We propose Kano as a Great leader and many of our readers will not know of him.
 
This is followed by a view of gender differences from Generation Y. This will surprise many of you and of course is the view of one woman. Perhaps we should ask the rest? The fact our contributor wishes to be anonymous says something - I wish I knew what.
 
Finally the Best Practice articles looks at Bullying. Dare you complete the checklist test?
 
 
 
 The Great Leader Series - Kane Brett Robinson (aka Kano)
 
 
This month I tried to think of a modern leader but what denotes “modern”?
 
To old to be leaders to the youngAre we looking at people like Richard Branson or Lord Sugar? They are thought of as current leaders but they are too old to be classed as modern leaders by the young of the day. Can you only be a leader when you’re old and grizzled?
 
Who is it that gives the young and upcoming their values? Some cynics look at people like Amy Winehouse, Pete Docherty or Wyley and see them as the people that parents need to be wary of. [I count myself amongst those].
 
Generation Y changed the attitude of the young work force who no longer search for a “job for life”. (See our Generation Y interviews on YouTube)
 
 
 
 
 Current Thinking - A comfy chair and a nail file?
  
This month we have a guest writer for our current thinking article. The author is much younger than our usualA comfy chair and a nailfile contributors and it is very interesting to learn how times of changed since the fight for equality at work really began in the late 1960s/early 1970s.
  
I came into that arena as a teenager when lack of equality was a real problem. Women were paid less to do the same job. National Insurance payments were the same but the benefits were not. Men both at home and in business expected that women would be doing the menial work.
  
A new view point is very refreshing and has made me look twice at the situation. Do women expect to be treated differently at work now? And should they?
AW-Editor
  
A comfy chair and a nail file?
 
So, I’ve been thinking, what is it that people actually want from a work environment, or indeed a social one?
  
 Have you noticed how there are many social clubs for business men? And indeed business women?
  
Why not business people? Why is the term ‘Chairman’ no longer acceptable? It’s now just ‘Chair’, whilst the term chairman does indeed seem to refer to a man, it’s a title. A chair is a piece of furniture, not the person who leads a meeting, surely?
  
I respect the need for equality, ‘Chairwoman’ would work as well as ‘Chairman’ wouldn’t it? So why just ‘Chair’? And this got me thinking about what women need from a social club that men don’t, and what men need that women don’t.
  
And I honestly don’t know anymore, better facilities? More facilities? In the context of a business person’s social group, the conversation can’t be that dissimilar. You might assume the women would rather stand around gossiping and men would rather talk about football, but in a business situation people don’t gather to catch up! It’s business, it’s networking, it’s serious, it’s getting your face and your name out there and everyone has the same goal, to get the business done!
  
But the genders aren’t that different, we all have the same basic needs and every single individual has their own creature comforts and they are not all accommodated for! I’m sure you would rather go into work in your slippers some days, I know I would!
  
And another thing (I will name no names), why is it that on the top floor of a busy office building (the floor where most men in the building work in fact) there are no male toilets? Because they have changed it into a second ladies room!
  
It’s not even like they did anything other than change the sign on the door except men now have to go downstairs to go to the toilet and spend more time away from their desk which means they will get less work done in a day than a women who goes to the toilet the same number of times!
  
So the women are doing more work it would seem. You might ask yourself why the office in question have done this, the answer is unknown to me but I would venture that it has a lot to do with the ratio of men to women in the office.
  
There are admittedly a lot of women in this work place but not so many more than men that it warrants another toilet. Another toilet that has been taken away from the male staff!
  
Female silhouetteMen and women are very different social creatures after all and in a social environment will feel more comfortable and behave differently from one another.
  
Which would explain the gender divide in social groups, but what is it that we need that’s so different?
  
A comfy chair and a nail file?
  

(The author has asked to remain anonymous - Ed)

 
 
  
 
The news has been full of claims of bullying by the UK Prime Minister Gordon Brown. Subsequently there has been a rash of questions posted on discussion boards about the merit or otherwise of this sort of behaviour.
 Downing Street
I am old fashioned enough to view the bullying of a subordinate as quite repulsive. But I do fear our media-driven culture has begun to laud the bully.
 
TV presents us with so many bullying examples, with a view to make compulsive behaviour. You will notice the “Strictly come dancing” clones all have a bad tempered grump on their panel. You do not look far to see examples such as Anne Robinson and “Weakest Link”, Sir Alan Sugar and “The Apprentice”, “Dragon’s Den” and more. If these were children’s TV programmes the bully would be sure to get his or her comeuppance.
 
Perhaps we see this bullying as strong management? Do you think powerful people shout abuse and push you around? I don’t think so.
  
I recall a CEO of mine from some time ago. We had a six figure sale to the USSR, my Director was on holiday and the CEO came to find me.
  
A short quietly spoken man I leant toward him and he said in a quiet voice “The USSR shipment, it will be on time won’t it?” Guess what I said and guess what happened to that shipment.
  
Angry boss
 
Of course managers get stressed. Surrounded by incompetent people, knowing everyone is lazy and the only way to get something done is to do it yourself is so terribly stressful.
  
Clearly the source of the stress is their poor managerial performance. If they had competent people, who wanted to work and they were instructed adequately, a lot of the stress would evaporate.
  
The manager’s job is to manage the people. If the people are incompetent, lazy, de-motivated or unskilled it is still the manager’s fault. Sometimes a manager will come into a new situation and have to address these issues.
  
If the manager is surrounded by the willing and competent, and surely those in Downing Street are such people, what else goes wrong?
  
Lack of communication is the key. People need to know formally what needs to be done and also the why and when. They need to know formally all the soft feeling that goes with the task too. Do I need to enumerate the results of SMART objectives, targets and managing the numbers only?
(See our article “Why motivation matters”)
  
When we manage people we should remember two things.
  
           1. We rent their behaviour for the working day so we have a right to expect satisfaction
           2. Human beings contain a Divine spark and must be treated in a respectful way
 
Too many managers, especially prevalent in smaller organisations, are afraid to talk to their people as equals about their performance. As a result opportunities to improve performance are lost until the manager boils over with rage at the stupid, lazy and incompetent waste of space standing before him.
  
Perhaps these managers roam around larger organisations too.
 
 
So what can you do to avoid bullying behaviour? Here is a checklist.
 
  
 
     I speak to all my direct reports every day, in person or by telephone.
 
 
 
     I know the names of all my direct reports’ partners
 
 
 
     I talk to my direct reports about their performance informally every week
 
 
     I ask what I can do to help when one of my direct reports fails at something
 
 
     I know if I explain my direct reports will work hard to overcome any obstacles
 
 
      I never feel angry toward my direct reports for their behaviour
 
 
     I never raise my voice in anger when talking to my direct reports
  
     I know the personal hopes and fears of my direct reports
      
     I recognise my performance is the sum of my direct report’s performance
 
     I know my direct reports feel personally valued by me
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
The workplace is no place for the bully.
  
It isn’t effective.
  
If you need to strengthen your management skills to achieve all ten ticks call us. We help you make it better.
  
  
 
 
 Thought provoking?
 
We hope you have enjoyed this month's Perform. Our aim is always to inform, inspire and enhance performance.
 
When you are ready to question the motivation management practices in your organisation, our website offers a wealth of information, tools and techniques to get you started.
 
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