Tag Archives: Motivation

The New Frugality

I’m sure that you have been reading a lot of articles lately about how people in general are acting a whole lot more frugal than they ever have before in their personal lives. I read that the savings rate for 2009 is now approaching 5% when just a few short years ago it was negative. This is a huge change in behavior and if it lasts and doesn’t revert immediately once things start getting better there will be long term impacts to our consumer driven economy. Now we are starting to see studies that show that if people focus too much on saving money and too little on enjoying some (it doesn’t have to be a lot) of it that they are more likely to be unhappy or even fall into depression.

In the world of small startup companies there also is a lot of creative frugality happening. I think the question remains are you being frugal or just plain cheap? There is a huge difference in the morale costs. Workplace morale is pretty low right now if you believe all of those articles about people wishing they had different jobs and there are a lot of smart ways to improve.

In general I think that most people understand the need to freeze salaries or lower them in order to keep a company in business in this environment. This behavior is smart business sense and it is frugal. That said, neglecting to promote and give raises to people who clearly have demonstrated that they are performing at a higher level than their current position is cheap. Not rewarding someone who is clearly going above and beyond is plain stupid. This is not a person that you want to have leave the company. Giving a promotion to a handful of people isn’t nearly as costly as finding the budget for a raise pool for the entire company.

A company also should celebrate significant achievements. There are a lot of simple ways to do this. Ostentatious displays are out – no dinner cruises for 150, no cross country golf outings. How about a pizza lunch? Nerf weapons for everyone? (just be careful – you can crack an LCD monitor with a poorly aimed nerf gun!) A beer bash on a Friday afternoon? Even just cupcakes or ice cream? You don’t have to spend a lot of money to say thank you as long as you make it fun. Don’t save so much money that you can’t have fun.

I’m also in favor of free coffee, sodas, and a supply of snacks. Yes, this isn’t cheap, BUT it is very much appreciated when people are working long hours and sometimes overnight. I’m sure there have been times when you are sitting at your desk and you need to stay and get some work done but you are so hungry that you can’t think. What happens? If you’re like most people you’ll leave to get a meal, and most times you won’t return to finish what you were working on. If you could grab a piece of fruit or a cheese stick or a cookie to get through you surely would. People care about these types of things. I’ve heard people say that they would look for a new job if we got rid of snacks. There is also a lot of anecdotal evidence that getting rid of cookies or sodas really causes a pretty steep morale hit. Go figure.

Places where you can cut costs – facilities. If you are looking for office space right now you can get quite a deal. You also don’t have to be in the best high rent place you can find. Fancy digs are out. I remember being in a startup in a former motorcycle garage. The cubes were old and tiny. We were packed on top of each other like sardines… BUT the amount of energy in that place and the desire to succeed was palpable. People enjoyed working there and the circumstances just helped cement the team. Nice offices only go so far, and when times are tough they can actually sap productivity and energy because they are an embarrassing display.

If you have the cash right now, it is a good time to overhaul your infrastructure. Vendors are looking to make deals and if you have the money or the good credit to upgrade, now is the time. There are other ways to save money – and making your employees more efficient is one of them. If you use a lot of computing power – make sure your key performers aren’t running on 5 year old technology. Cobbling together ancient equipment that is obsolete and out of warranty is a dangerous game. The cost to recover critical data in case of failure is likely higher than the cost of fixing the problem in advance.

Just remember, being frugal isn’t being cheap. If your employees understand the financial situation of the company they will be frugal with your money too.

Creativity on a Deadline

Lately I’ve had a harder time coming up with new topics for this blog. I haven’t really read anything all that interesting online that I want to share. I also haven’t had anything terribly interesting happen to me that I wanted to talk about either. Quite frankly I have been feeling like I might be running out of ideas. That isn’t a great place to be when I committed to myself that I would write a certain number of posts per month. My goal is to create and share coherent thoughts and opinions that hopefully aren’t just what everyone else is thinking. I want to apply what I read in unique ways to what I do every day.

This past weekend I planned on sitting down and coming up with 2 or 3 posts that I could squirrel away for when I am too busy to write. Nope, that didn’t happen. Then I thought to myself, well, Monday night would be a good opportunity to write. Nope, I wasn’t up to it. I started to feel the tug of procrastination and it was telling me to watch another show captured on the DVR last week when my TV went dead. Just one more show, and have a cookie and a glass of wine while you’re at it. That sounds good doesn’t it?

Today I decided that I was going to impose a deadline. Tonight. Period. There would be SOMETHING posted to my blog. I thought I would call the challenge “Creativity on a Deadline.”

I think that we’ve all been in this situation before – and some of us fair much better than others. I am usually not a procrastinator, but I do recognize that having a deadline – a hard deadline for a deliverable will bring my performance up and it will help my creativity. Sometimes I will create artificial deadlines (like this one). Sometimes I will commit to a date in order to force a deadline. Sometimes I will intentionally procrastinate for a few days before a deadline to help get my creative juices flowing. Yes, intentionally. I’m not an all-nighter type of person, but sometimes I like to cut things a little close, especially if it is something that I can knock out of the park. I don’t know about you, but for me it really helps me focus very very laser like at the task at hand. It also keeps me from over analyzing and over reviewing what I am working on.

Thinking this through, I don’t believe that creativity is best spawned by open-ended experimentation. If I can do whatever I want for days, weeks, or months at a time I find that I will still create deadlines for myself. If I don’t, I end up in the weeds without anything useful to show for it. How many hours can you spend playing games? Watching TV? or ahem, surfing the internet? (and I’m happy that you’re surfing here btw)

Planned creativity. Who would have thought that it works? IT DOES! Have you ever blocked off a few hours on your calendar to work creatively without interruptions? Then you have done this. Think about Google and their 20% initiative. That’s one day a week that their employees can just work on a pet project. that’s planning for creativity too.

When you’re stuck and you need to get something creative done – just make an appointment to do it – and set a deadline.

The Changing Employer-Employee Relationship

From Business Week – Bad times affect expectations on both sides. But managers can turn downturns into an opportunity to build employee loyalty

“To attract, retain, and motivate employees, employers made promises that really could be kept only if the pace of growth in the business continued. Expected growth in profitability and in opportunities were the fuel that fed the “deal” that employers were able to offer employees. At many companies growth plans have since been shelved in favor of retrenchment plans. This recasting of the employment context raises a number of important questions, among them:

• How should we expect the nature of the employer-employee relationship to evolve?

• How have the tools employers have to attract and reward employees changed, and what does that mean for how managers must manage?”

Gaining Perspective

Coming from an engineering background sometimes I find that I have to work extra hard to gain perspective. This is especially true about the product that I happen to be working on at any given time. I think that I’ve actually gotten a lot better at it, but sometimes things happen that make me realize that I can fall prey to the common traps:

It isn’t good enough. Geez, if we only could have fit in these three (four, fifty, hundred – if we’re going to be unrealistic – let’s do it to the max!) features then it would be EXCELLENT. All we are doing is fixing bugs – there are too many problems! Oh no, look at the documentation, nobody is going to read this tripe, and if they do it won’t help them!

As a manager I know that always seeing the bad and never seeing the good can really hurt morale. People feel like things will never get better. However, invariably they do – or the product is destined to get canceled. The funny thing is that in my experience canceled projects tended to be the ones where people didn’t see the bad – they believed all of the hype about how wonderful and market changing what they were working on was. Maybe it made them complacent and it led them to put out a buggier product than if they were worried about how it would be received.

One thing that has always helped me gain perspective is to put out a Beta or an early adopter release that a few key trusted customers were able to use. Nothing will help set you straight like a customer telling you that the product is crap… or conversely that they were incredibly pleased by how stable it is and how they pushed it to its limits. Getting that kind of message back to the development organization is wonderful. Actually in either case it is. Better to fail (and learn from and fix the problems) with a trusted customer than an entire market. Also better to hear sooner rather than later that a product is doing really well. That can help motivate the final push to release in ways that management encouragement alone cannot.

Crunch It

How do you make people want to come in and work the weekend? It is a dilemma that’s for sure. Nobody really wants to work the weekend. As a leader, I hate to ask people to do this, but occasionally it is required in order to meet business objectives. With the current state of the economy it has become more likely that it is required to just keep up with the competition.

Most times, people realize when they need to step up their effort and they’ll work the hours on their own. This is an individual choice based on work ethic and the drive to complete things on time with good quality. I’ve worked with people who will kill themselves because of their drive. On the other hand there are some folks who will only work the extra hours when pushed. In order to get everyone on the same page sometimes you need to issue a management directive. If you’re lucky, the peer pressure alone is enough to motivate everyone to step up. If the culture hasn’t supported that in the past, good luck, it is on the leadership team to instill a sense of urgency.

When I’m in this situation I’ve found that being firm and stating exactly what you are expecting is the best path. Even when you say exactly what you want someone will find a way to misinterpret it. Be very blunt. If you want Saturday to be just like a regular work day, say so. If you need people to work 4 hours or 8 hours, say so.

Now, from a management perspective there are a lot of things that you can do to make this a team effort.

  • Set a goal. Make it somewhat audacious. Make it visible. I’ve seen white boards with lists of work items on them work as a rallying point. Find a way to “cross off” what has been done. Celebrate it!
  • If possible find a way to get the entire team working on the problem. Yes, this may seem to be a little contrived, but if only a handful of people are working it isn’t the same thing as the full team coming in and conquering a problem.
  • Add some fun. You might call it bribery, but food is a great motivator. Bring in bagels or donuts for breakfast. Bring in lunch. Have some beer for the end of the day.
  • The leadership team must show up. Roll up your sleeves, pitch in anyway you can. If you ask people to work, you must work too.
  • The leadership team must recognize the sacrifices the team has made. Don’t forget those 2 little words. “Thank you.”

Herding Cats

Leading others has always been likened to herding cats. Individuals have their own free will and their own motivations. Getting an entire organization aligned and effectively executing requires constant attention. This is especially true in the weeks leading up to a critical milestone.  Focus must be maintained. Distractions must be minimized. There is absolutely no reason to slip a milestone by a day or even a week.  Those time frames are recoverable through proactive management. If you are going to slip, slip a month never slip a day.

This is the time where you have to keep an eye on exactly what is going on.  You need to keep your trusted lieutenants even more accountable than usual. Normally, a weekly status meeting is sufficient for keeping on track. If you do that you’ll know well in advance if you have completely borked the estimated timeframe for the milestone and you will be able to adjust and remove unessential work to meet the milestone.

Once you get to within a few weeks of a major milestone it is time to start assessing risk.  It also may be time to ramp up the frequency of those status checks. Ask the hard questions, look out for discrepancies or “squishy” information. When staff gives you hand wavy answers, ask for details. About two weeks out, ask your team what they think the major risks are for making the milestone. Listen carefully.  Figure out if the problems are caused by anxiety or if they are real.  Anxiety based issues can be resolved through empathy. Real problems need recovery plans. Herd those cats!

The next step is to get a final commitment from your team to meet the milestone. Ask them if they think the milestone is possible. Have them listen to their intuition. If the leaders are committed and the milestone is achievable (I didn’t say easy), their staff will work as hard as possible to make it happen. Everyone wants to be successful.

About a week before the deadline, shift to daily status.  Right now you need to run fast. Meetings need to be quick – if everything is on track – get everyone back to work pronto. If something is falling off track,  this is the time to rally the troops to figure out how to punt the issue or get it resolved as soon as possible.  Give your staff the chance to make that determination and let them come up with the solutions. They are closest to the issue.

A week or so before the milestone make sure that everyone on staff knows what they need to do. They need to know exactly what they need to finish. They need to know the processes to follow in the end game. This information can be passed on through your leadership team, or directly through you to motivate the team. This information has to been disseminated. People need clear goals – targets to shoot for.

Getting People to be Responsible

Sometimes you find that one of your employees just doesn’t want to be responsible.  By this I mean a repeated inability to drive projects forward, through to completion. It’s a terrible feeling when someone comes into your office near a project deadline and says – “We’re not going to make it.”  Or,  “I’m not worried about the schedule. Nobody ever meets their schedule”. These kinds of pronouncement are just another way of giving up. At this point you can take over and drive it yourself.  However, you can’t be personally responsible for everything, you’ll just drive yourself crazy.  You need to be able to delegate something to your staff and know that it will get done.

The question is – how do you get someone to take on additional responsibility and reliably finish things?  Well, first of all there has to be a desire on their part to do this. If you have someone on your team who likes to experiment, come up with some cool new ideas and then turn over the job of finishing it to someone else – you have the wrong person.  If that person is good at coming up with ideas that are useful for the business, you need to nurture that. If they are someone that just wants to play and what they are interested in isn’t business relevant it is time to have a long conversation about their place in the organization. They might be a great person to have: in another company or another department where they can follow their passion. Having the expectation they will be a finisher will only end in disappointment for both of you.

If the person you are dealing with genuinely wants to drive projects to completion but hasn’t be successful you need to determine why.  They might not have the tools to do it successfully. They might need to improve on their attention to detail. They might need some help in project management and estimation. They might need to learn how to identify when a situation is spiraling out of control and to ask for resources before it becomes a problem. They might just need encouragement or a good old fashioned kick in the pants to get them started.  You also have to be careful and make sure that the reason they aren’t able to finish isn’t because your expectations of what can be accomplished are unreasonable. Take a look at yourself  and your demands first. Second, figure out how best to motivate and coach your employee.  All advice tells employees to modify their style to suit their manager’s in order to get ahead. Here is the time where you need to modify your coaching style to suit how your employee learns best.

Motivation During Times of Change

These days the economy is very uncertain. I think that everyone, no matter how fortunate their financial situation is worried about what can happen.  Companies are also facing these problems – just look at what were some of the most powerful companies in the country – in the world.  The big 3 automakers are looking for a bailout of proportions that we never would have imagined just a few years ago. These are the companies that make the news. But what about the little companies? What are they going through?

If you’re in a little company, now’s the time to really watch those expenses. It’s also time to figure out how to deliver the best product possible to keep the customers you have and gain any foothold available in the market.  Unless their pockets are much deeper than yours, your competitors are going through the same pain that you are right now.  Take advantage of it. In fact, if your competitors have much deeper pockets, they might not be focusing on being as lean and effective as they possibly can be. That will hurt them even more as things get better – as they invariably will.

As a manager, it is hard to motivate employees to be their best if they are fearful.  The worst part is that scared employees can create a self fulfilling prophecy of failure. Right now isn’t the time to lose focus. It’s the time to make sure that everyone knows that their contribution is CRITICAL to the success of the business.  Now is the time to put in extra effort. This doesn’t necessarily mean extra hours. It means extra creativity. It means extra focus on what is important and the ability to ruthlessly cull what is not.  It also means the ability to change quickly when a effort is not paying the dividends that were anticipated. The more agile your company is – the lower the likelihood of failure and the lower the probability of layoffs. Once people understand this it can be a terrific motivator. No one wants to lose their jobs.