By Douglas Walker
Compliment for A-HA! functionality ''Since I wrote selection concept a long time in the past, i've got come to the realization that there's just one significant human challenge: we now have but to determine find out how to get alongside good with one another. during this ebook, Walker helps this end with humor, creativity, and nice perception. Managers who either stick to his feedback and train them to these they deal with should be rewarded with a cheerful and ecocnomic place of work. And do it at much less expense than the corporate is spending now.'' --William Glasser, MD, President and founder,William Glasser Institute, and writer of selection thought and truth remedy ''If ever there has been a name that completely matched the content material of a booklet, this is often it. i haven't skilled extra a-ha's from a booklet in my existence. one of many greatest a-ha's is that you just do not construct a prompted workforce--you have already got one! should you deal with people--and in particular for those who aspire to really lead people--then this e-book is needed analyzing. Rock-solid principles from a grasp on motivation.'' --Joe Calloway, writer of labor Like you are displaying Off! ''An amazingly sensible and prodigiously resource to assist create and bolster a world-class revenues strength, but in addition a blueprint for larger dwelling often. An absolute vital learn for all my staff, let alone family and friends participants. i do not understand an individual who could not reap the benefits of making use of the A-HA version. The name may be extra apropos if it have been 'Holy cow! Where's this been my complete career?''' --Robert H. Fleet, department supervisor, nationwide Builder department, national domestic Loans ''A-HA! functionality might be crucial analyzing for each supervisor. every one bankruptcy deals basic and compelling equipment for construction and dealing with a self-motivated staff. The reasonable examples offered in the course of the ebook make stronger the stairs within the A-HA version and supply the root for simple program to specialist and private situations.'' --Ann Owens, vice chairman, overall Rewards administration, QUALCOMM ''Avoiding a fight-or-flight response from an worker who wishes training on more advantageous functionality or habit alterations calls for the chief comprehend the employee's vested curiosity. Walker teaches the talents required to successfully create 3 wins: for the corporate, the worker, and the chief. it is a must-read for all leaders who are looking to be more adept in getting wanted functionality alterations from their staff through enhancing their very own nurturing, training, or mentoring abilities. i am examining it for the 3rd time and nonetheless gleaning extra suggestions and insights. even if it is built as a managerial self-help booklet, it truly is quite an insightful, robust textbook, and as such should be studied.'' --Ron cook dinner, nationwide bills supervisor, 3M
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Compliment for A-HA! functionality ''Since I wrote selection conception decades in the past, i've got come to the belief that there's just one significant human challenge: we have now but to determine the right way to get alongside good with one another. during this booklet, Walker helps this end with humor, creativity, and nice perception.
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Extra info for A-HA! Performance: Building and Managing a Self-Motivated Workforce
Performance-trained managers learn to focus their conversations on the Intrinsic Motivation Points that are the Drivers of desired behavior, as well as on the Options that are viable for the particular employee they are addressing. Subsequent chapters show how a manager never controls anyone else’s behavior anyway. Behavior is the product of a process that involves Intrinsic Motivation Points coming together in particular ways. Managers may be held responsible by the organization for the success of their employees’ performance, but managers can’t control another person’s behavior.
W hen workers are afraid, they’re not concerned with the organization at all, they’re only concerned with protecting a threatened need. Threats create wariness in the workplace, not enthusiastic performance. Also widely used by managers, as alternatives to threats, are employee incentive or recognition programs, which are really carrots or bribes offered to sweeten an otherwise bitter deal. The belief with this approach is that there aren’t intrinsically satisfying reasons for people to do the right thing, to perform at the level that is being requested.
The answer is tricky and one that has a couple of layers to it. As we see throughout this book, we are each responsible for what we do. Second, what we do is not about being controlled by others (such as managers, parents, or teachers); rather, it’s all about satisfying or protecting powerful forces within; needs that must be tended to and satisfied because they have to do with life and death itself. So while we don’t have a choice about whether or not we do something to protect or satisfy a need, we do have a choice about what to do in that pursuit.