| Are you a leader trying to get your coworkers to | | | | Simply put, people tend to follow people they like. |
| change? | | | | And the more your employees like you, the more |
| Then you need to be aware of a basic | | | | you pump up their WANT-TO factor. |
| motivational, psychological truth. | | | | Direct sales organizations have tapped into this |
| People only change when they WANT to. | | | | principle with great success. Just think about the |
| It's like the little prospector who walked into a | | | | selling power of the Mary Kay or Tastefully |
| saloon, wearing clean new shoes. A big Texan said | | | | Simple organizations. The home-party attendees |
| to his friend standing at the bar, "Watch me | | | | aren't being sold a product by some anonymous |
| make this dude dance." He walked over to the | | | | salesperson. They're buying a product from a |
| prospector and asked, "You're a foreigner, aren't | | | | friend they know, like, and trust. |
| you? From the East?" | | | | So ask yourself... |
| "You might say that," the little prospector | | | | - How likeable are you... really? |
| answered. "I'm from Boston, and I'm here | | | | - Would you like to do business with a person |
| prospecting for gold." | | | | who acts just like you? |
| "Now tell me something. Can you dance?" | | | | - Do you use a warm, inviting tone and smile with |
| "No sir. I never did learn to dance." | | | | ease? Or do you exhibit a hurried sense of |
| "Well, I'm going to teach you. You'll be surprised | | | | impatience? |
| how quickly you can learn." | | | | - Do you listen with undivided attention, or do you |
| With that, the Texan took out his gun and | | | | glance at your desk and computer screen while a |
| started shooting at the prospector's feet. Hopping, | | | | coworker is talking? |
| skipping, jumping, the little prospector was shaking | | | | Leadership & Motivation Strategy #3: Exhibit |
| like a leaf. | | | | authority |
| About an hour later the Texan left the saloon. As | | | | Before people can have a healthy |
| soon as he stepped outside the door, he heard a | | | | want-to-cooperate factor, they've got to trust |
| click. He looked around and there, four feet from | | | | you and your integrity. In fact, from my 25 years |
| his head, was a shotgun in the hands of the little | | | | of speaking experience in the corporate world, I |
| prospector. | | | | discovered one of the most sought-after job |
| The prospector said, "Mr. Texan, have you ever | | | | perks today is integrity. |
| kissed a mule?" | | | | Here's how you can exhibit your integrity and |
| "No," said the quick-thinking Texan, "but I've | | | | your authority... |
| always wanted to." | | | | - Let people know about your educational |
| Obviously, the prospector knew how to pump up | | | | background, certifications, and legitimate titles, but |
| the Texan's WANT-TO cooperation factor. So | | | | let them know in subtle ways. No boasting, |
| what can you do to increase your employees' | | | | bragging, or arrogance. When your employees |
| "WANT-TO" factor? | | | | know these kinds of things about you, it increases |
| Leadership and Motivation Training Strategy # 1: | | | | their respect for what you say and what you are |
| Ask brave questions. | | | | requesting. |
| If you're not interested in your employees, you | | | | - Refer to what other colleagues and customers |
| can't expect them to be interested in you and | | | | have to say about your work. Again, be subtle. |
| your organizational goals. But if you show a real | | | | It's a known truth that others can brag about |
| interest, they'll move in your direction. As Dale | | | | your performance whereas you can't and still be |
| Carnegie said, "You can make more friends in two | | | | liked. |
| weeks by showing interest in others than you can | | | | - Make a conscious effort to dress one or two |
| in two years trying to get others interested in | | | | levels above those you are trying to influence. If |
| you." | | | | you dress higher than that, your employees may |
| One of the best ways to show interest is to ask | | | | not think you can identify with them. And if you |
| more "Brave Questions." Ask your employees: | | | | dress below your employees, they may not take |
| - What's most important to you when it comes | | | | you seriously. |
| to your job, your family, your goals, or your | | | | - Dress in clothing styles and colors typically |
| future? | | | | associated with authority like black, navy, or |
| - If you were leading this team, what changes | | | | white. Research shows it does make a difference. |
| would you make? | | | | There's just one caution. You can't exhibit so |
| - What turns on your motivation, more than | | | | much authority that people are afraid to challenge |
| anything else? | | | | you. That would violate the second principle of |
| Remember, superficiality does not communicate | | | | "being likeable." And that does happen. |
| genuine interest or pump up another person's | | | | Do you want someone to change? |
| WANT-To factor. You've got to really care about | | | | To follow you? |
| the other person, and that comes through when | | | | To be more cooperative? |
| you ask Brave Questions. | | | | Then it all starts when they WANT-TO. And they |
| Leadership and Motivation Strategy # 2: Be | | | | will WANT-TO... if you follow these three simple |
| likeable. | | | | leadership and motivation training practices. |