Create a Culture of Excellence

Lesson 8 of 12

Motivation

 

Create a Culture of Excellence

Lesson 8 of 12

Motivation

 

Lesson Info

Motivation

What are your motivations? Or if the word doesn't work for you like it doesn't for some, what are your motives for action? And what we've found over the years is that, once you identify what you want to be known for, once you let yourself see in your own handwriting, or in print that you type out on the computer screen, or on a poster that you put up on the wall. Now, I will say out loud, some people that I've worked with, they'll set a goal that they don't know what it's gonna feel like, and yet they're moving toward it. I always say, what part of the goal can you manufacture or make up? I mean, I've always wanted to be on a television talk show with my wife, talking about the Get Momentum book. I've always wanted that. I don't know what it's gonna feel like, so we started pretending. I called bookstores and I said, hey, we're gonna be in town, will you get a few copies of our book, put 'em against the wall, we'll come by for an hour and sign 'em, if you'd like. Now, not every booksto...

re said yes, but seven did. And so, for a run, Jodi and I had seven experiences of sitting down with people, talking about our book in bookstores. Another one was I didn't know what it was gonna feel like if we ever got called together to travel internationally to talk about the book. So, on an international trip we took for fun, I brought the book, and I found a little area. Oh my gosh, wouldn't this be nice to host a conversation or a session? Here's my question to all of you: what you want to be known for, what's it gonna feel like? What's it gonna sound like? What it's gonna be like when you're there? So let's play around with this. I always like to give people activities that you can use, homework that you can take away with you. And you've seen me pull out my matrices before, so here's one more. And this one, if we just did a four by four, so we've got four columns, four rows, and what I'll invite you to do is to think in terms of roles and time periods. So to give you a quick example. There are three roles that I'm doubling down on right now. Three things, three areas of my work and my life that I'm really interested in focusing on. And then the time period, I always look out to see how far out I can see before the curvature of the horizon takes my view off the horizon. For me, 24 months is pushing it. Six months, I've already got stuff on the calendar, you've already got events, you've got some travel planned, you've got some things you're working on. Down the left hand side, what I'll invite you to do is to start consider just three roles that you know you wanna step more fully into, areas of focus in your work or your life that you know you want to expand into. And then, across the top, whatever's comfortable for you, I'm gonna ask you just to write timeframes. If it's three, nine, and 18 months, if it's one, three, and five years, let me ask you to take this for you. For those of you watching us live, go ahead and do this activity for yourself. If you wanna walk to a whiteboard and put that matrix up there. Or if you're doing this as a small group then you wanna do this together. I'll give you about 30 seconds to label those left hand columns and that top row. Now, this next session, what I'd like to do is a little bit of coaching for someone here in the live audience who wouldn't mind getting a little bit of push from a nice, short guy give you a little bit of ideas here. But what I want everybody to do is watch how I can get out of that person what they're working on. And whenever I do one of these activities where people get to watch a coaching in motion, pretend that I'm asking you the same questions. Pretend that I'm working through this process with you. So as you start to think about this, I'm gonna look around the room. There's gonna be somebody who's gonna jump for the process of working through this. I think I know the debate of who it's between right now, but you'll figure that out. What we're gonna do is, I'm gonna ask just a couple of questions to try to pull out of those folks some of the specific known fors. And then I may also play around with a couple of other tactics that we use in our coaching. Just to give you three examples, so that you at the office or home watching online you can see how this works. In six months I'd like to be known for submitting a new book. In 12 months I'd like to be known for completely healed, back to training. And within 2 years I have a goal of living out of the state, preferably out of the country. We'd really like to do that three months at a time. So that's something that Jodi and I are talking. Okay. I'm gonna back up to the blank slate because I don't know what you picked but I would love to know if there is someone who is willing to come up and work for a little bit with their coach for the afternoon. Are you ready of this? She's like barely ready for this. Alright. Of the three roles what did you pick? So, I picked known for wellness center that serves the community. That role is founder, executive director. Yes. Okay, so that's what we're going for with the role. Yes. The second role? The second piece of that is the expansion of it, of the center. And not only the services but how we can create micro businesses within our model. And then the third piece was what you had, world traveler. So it was more personal. Absolutely. Yeah. What I. I mean I would say what I love about this. You'll hear that all the time. What I love about this is that role quickly starts to gain momentum just by writing it down. Yeah. So all separate out, there's the founder executive director, there's the leader of the organization role. Then there's the role of whether that's project manager or visionary. Or, here's the deal. I've gotta specify what that role is. Yes, for me to know. But for me it's more important that I know what to ask people for help with. Gotcha. So, I wanna be know for project managing the expansion of the organization. That's what I wanna be known for. Yeah. Now, I start to look around and go Who is known for that? Who is in real estate? Who is in development. Who is in funding. Who is in. Yeah, who is in the fundraising piece for that to expand exactly. I have a feeling that I know the answer to this one. Which one of the three has the most juice? Has the most juice for me? Yeah. It's the world traveling. I had a feeling. (laughs) I had a feeling. And sometimes it's like, oh and then there's that world traveling thing. Where really that comes up. But here's the interesting thing. Is it, this is the leading question. Is it true that the world traveling thing would be a lot easier if the top two were handled and were on cruise control. Absolutely. Or another way said, until those top two were handled and on cruise control this would be compromised. Yeah, correct. How connected all of this is? How connected all of us are? I know I've said it before and you'll hear me say it again. My favorite time management technique if anybody wants to learn to be a better time manager. My favorite time management technique, ask for help sooner. I'm telling you. If I know how to raise my hand, look around my community and go, hey, I want to be known for. I need to hit pause and I need to talk to the audience, don't go away. Okay. When Jodi and I wrote the book, and for those of you watching online, we had a big debate editorially, because the original question was what do you want to be known as? And then one day one of us wrote down what do you want to be known for? And that threw a whole monkey wrench in the program. Is it known for? Is it known as? Is it known for, is it known as? And here's what we settled in on. The book, it has known for. And when I ask someone what they want to be known for it's the verb. I want to be known for submitting a book proposal. I want to be known for traveling the world. And then we say the known as is the noun. Or maybe it's the being. Oh, I wanna be know as traveling the world while our expansion is on cruise control. Makes sense? Absolutely, yeah. Of the time periods across the top. Pick a time. Let's do the world traveler. Okay. When you look out, how far out can you see you in world traveler? It's not on the columns but it's looking like 36 months. It's not on our little chart, but I can see it like just as it's curving on the horizon like you said. Who is we? My husband and I. Yeah, so we're positioning ourselves so our work can be mobile. And that we can be in other countries for three months and still work remotely, still be connected. But doing our joy and our passion of traveling. Watch this. How many of you have roles and goals. Roles and known fors that include someone else. Personally and professionally. My goodness, is this great work to do together. One of the things that we've had happen to Jodi and I, and people that I've worked with over the years, is that we'll start to learn about these things. We'll take a course, we'll read a book. Jodi and I actually went through a masters degree in psychology program together. And we did this program together, apart. How do you say that? We each took it but we made sure that we took it for ourselves so that the relationship could grow stronger. The fascinating thing about this is when you are changing the other people need to know that you are changing and I need to ask for the support that I need. Has anyone ever had someone come up to you, a couple years after they've seen you recently, and they go: wow, you've changed. Has anyone ever heard that before? You've changed. And I was looking and go: And you haven't? (laughter) Yes that's wat I'm designed to do. I'm designed to be different. So, I wanna do a little piece on the 36 months thing. Because I have a little, I'm not gonna call it a red flag, but I do have a little caution flag. Are you a race car fan? No, I'm not. Have you ever seen cars go around in a lap? I know the concept. Cool. Well I was trying to include their group. Caution flag. 36 months is a long time, so what I might do is look for things that would indicate that we're on course. When's your next passport stamp? Do you have one scheduled yet? No, I don't. So that might be something I would throw out there. Okay. It's just to take a look, sit down with your husband after dinner, over dinner, on the way to dinner or whatever that is. An go, hey in the next six months could we get a trip in? Three, four, five day trip so that we are practicing that. Yup. It's one of those things, how do I know what it's gonna feel like until I do it. And no, it's not the three months living abroad but it's that normal. This is what we do, this is how we are. I'm tempted to. You know what, let's play in conversation in email and later on, because I'd really love to push on that founder, executer and the expansion. Okay, great. Roles and goal. Thank you Jason. Cool. Big round of applause. So for those of you tuning in online, we have a question that came in from, I'm about to find out from who. So, I'm gonna go to the screen and we're gonna bring up, from Heather. Thank you. Thanks Heather for asking. How do you encourage a team to embrace the idea of "known for" as a department? Wonderful question. You already have one. You already have a known for. So, what might be interesting, give yourself a five week experiment. You know I talked about the experiments of five. Once a week, maybe Thursday after lunch, what I would do is sit down. And I don't know how big that team is, if the team is anywhere around five, seven, 10 people. I would get the top two or three who are willing to play with you. Who are willing to experiment. And then here's what I would do. Thursday after lunch I would get together the two, three, four of you in the conference room and I would say: Hey over the past seven days what have we done that we wanna magnify? What have we done that really represents our known for? And whatever business division that you're in, whatever column whether it's admin or executive, sales or customer support, or whatever that is. And if you could get four, five, six of these celebrations in the can then all of a sudden you could go in and go, okay formally I took this class, a Creative Live, I learned this thing called known for. Our known for has been demonstrated once a week for the past five weeks. There is so much that happens when we monitor for the win. There is so much that happens when we highlight what's going right. You know I used to be a high school teacher and for five years I taught students, sophomores, juniors and seniors. And it was uncanny to me at the nine, 18 and then at the, nine week, 18 week, end of semester I would always get calls or emails from parents, who were concerned about the one B their student got. All A's with one B. Now we shouldn't ignore the lower grade if there's such a thing. But I'd ask them, what did you do to celebrate the five A's? So how do we celebrate when we're on course, that continues to lift that momentum. Thank you for adding that.

Class Description

As a leader, it’s up to you to create a culture of excellence at work—to make team members strive to reach their full potential, to be productive and efficient while also being innovative and imaginative. But while creating such a culture might be at the top of your to-do list, how do you actually achieve such a lofty goal?

This course will give you the skills you need to become the leader you’ve always wanted to be—a leader who people feel is worth following. The key is to build momentum both in work and life, commit to action, and follow your curiosity.

In this class, you’ll learn how to:

  • Ask questions that improve workplace morale and engage others in achieving success.
  • Stay focused on your commitments.
  • Build a workflow process that keeps you in the game for the long term.
  • Use curiosity as a competitive advantage.
  • Meet and learn from new mentors.
  • Create specific targets and meaningful milestones.
  • Celebrate accomplishments.

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