by Doug Gray | Feb 8, 2014 | Business, change, Coaching, Leadership, Managers, strengths, Success, talent assessment
Motivation is a messy subject. Perhaps each of us has wondered, “Why do people do what they do?” Or, “Why is my child acting like that?” or “How can I understand why I want that shiny object?”
Those three questions are mirrored by academics, who state that all definitions of motivations attempt to explain 3 qualities:
1. What originates, and energizes human behavior
2. What drives human behavior toward/away from goals
3. How behavior is maintained via systems orientation.
So how do you apply these 3 qualities to your business or your life?
Start with Expectancy Theory. It is a valuable theory because it is new, treats both internal and situational forces, and assumes that each individual is rational and capable. Expectancy Theory assumes that behavior is determined by a combination of forces, that people make independent decisions for subjective reasons, that differences can be studied systematically, and that individuals make decisions based on their perception of a likely reward makes intuitive sense. A rational view for any business leader.
The 3 main concepts of expectancy theory are described as: 1. performance – outcome (the belief that behavior X will likely lead to outcome Y), 2. Valence (different value or subjective worth,) and 3. Effort-performance expectancy (the belief that effort level X will lead to outcome level Y.)
Let me explain expectancy theory with a common example. Imagine a manager of sales people. For 12 years she has monitored sales goals (e.g. reach and frequency metrics) and her district has won national awards. But the stretch goals are created by a third party vendor, using complex algorithms, that cannot be modified by the sales representatives. Their performance-outcome is beyond their control. Too often, their sales goals are set 120% or more above the previous year’s goals. The result is de-motivating. Sales representatives hope for goal correction in the third quarter, so that they improve their national standing before the forth quarter returns. As described by the effort-performance aspect of expectancy theory, some salespeople simply cannot exert enough effort to yield a desired outcome. Expectancy theory assumes any value, when multiplied by zero, will yield zero motivation. Sadly, that was true year after year for too many sales people.
Perhaps they needed to apply expectancy theory to their management tactics!
Expectancy theory has value to managers because it has predictive validity, respects subjective differences of direct reports, can be applied to SMART goals for performance reviews, outcomes can be directly linked to reward systems, and is simple to apply (especially if managers ask people, “What motivates you?)
Expectancy theory has value to organizations because outcomes can be tied to rewards and compensation, it acknowledges different designs of jobs and roles, and it acknowledges influence of groups with different membership needs.
So, can you apply Expectancy Theory to your compensation rewards? Or to your business?
If stuck, contact Doug Gray at 704.895.6479 or at www.action-learning.com.
If academic, here are some good sources:
Porter, L. W., Bigley, G. A., & Steers, R. M. (2003). Motivation in Organizations. Motivation and work behavior (6th ed.) (pp. 1-39). Boston: McGraw Hill.
Robbins, S.R., & Judge, T.A. (2012). Essentials of Organizational Behavior (11th ed.) (p. 18). Saddle River, NJ: Prentice Hall.
by Doug Gray | Jan 22, 2014 | change, Coaching, Employment, healthcare, Leadership, Managers, organizational leadership, Personal Development, positive psychology, Sales, Success, talent, talent assessment
Doug Gray, PCC, is a Leadership Consultant and Executive Coach.
Coaching and Consulting Experience
Since 1997, Doug has partnered with hundreds of executive leaders in the Healthcare, Energy, Manufacturing, IT, Construction and Financial industries. He is quick to say that he has “just enough expertise to support leaders, without too much complicating industry-specific knowledge.” His clients agree. Doug typically uses customized assessments to assess organizational and individual strengths. A popular speaker and facilitator, Doug loves to facilitate experiential leadership training programs and strategic planning retreats. His recent speaking topics include “How to Apply Positive Psychology to your Business” and “How to Increase Employee Engagement.”
Doug knows how to manage and lead teams. Doug brings a unique background as an educator, administrator, and non-profit director to his clients. That background enables him to help leaders who are passionate and need his direct, supportive expertise. He is regarded as an expert facilitator using Action Learning methodology. And he will bring strategic focus, humor, and proven expertise to maximize your consulting investment.
A representative list of leadership coaching engagements and clients include:
- CFO and 20 leaders in finance and accounting, Fortune 500 energy construction company, who needed to embrace a redesign without losing productivity
- team of EVPs tasked with redesigning the IT needs of their F100 healthcare company
- MD struggling with burnout who needed confidential consulting (e.g. anonymity from his employer and insurer)
- CEO in a technology company recently promoted to replace the founder
- President and 18 members of executive leadership team, Fortune 500 energy construction company, who needed to demonstrate alignment within 6 months
- SVP and site managers at a nuclear power construction site who needed to increase alignment with business partners and avoid negative media
- SVP in functional but de-centralized group who needed to assimilate 20 leaders, using action learning methodology in direct meetings, coaching, and SharePoint to drive accountability
- Small business owner of a franchise who needed to fire an employee after 11 years of good service
- SVP, global bank, who needed to reorganize a division
- VP, global bank, seeking career opportunities
- newly hired VP who needed to develop radical transformation of a functional group that required external coaching and team building leadership training using a customized app
- Newly promoted director who lacked interpersonal skills to manage 33 people
- Founder of an IT company who was not able to develop new business
Business/Organizational Leadership Experience
Doug has been a successful business owner since 1997; he knows the challenges and “what works.” He co-developed the Leadership Development Institute at the University of Maryland, College Park and taught there for 7 years, and he is a former adjunct faculty member at several colleges including NC State University. He directed a non-profit agency in Washington, D.C. for 9 years and grew it 900% while managing 120 people. As a former world-class athlete, Doug knows that the rigor of change requires regular support from experienced consultants, plus a dash of humor.
Education and Training
Doug’s graduate research at Dartmouth College included development of an assessment to determine risk tolerance and risk aversion. That theme of mitigating risk in business and leadership has prevailed in his continued learning from clients and colleagues in the safety, consulting, executive assessment, and leadership development industries. He is certified in the Hogan suite, DISC, several 360’s, several EI assessments, and 5 coaching certification programs. Since 2000, Doug has been a Professional Certified Coach (PCC) with the International Coaching Federation. A perpetual learner, he is a doctoral candidate at the Chicago School of Professional Psychology in Organizational Leadership. His research interests include the effect of positive psychology on business leaders, managers, and executive coaches.
Publications and Appearances
Doug loves to share his expertise as a speaker, facilitator and a writer. As a keynote speaker, he has addressed annual meetings, executive retreats, and nonprofit leaders. As a facilitator, he has partnered with clients to design experientially memorable leadership training solutions that range from boot camps to strategic off-sites to contests using customized mobile apps. As an author, he has frequently been published in journals ranging from the American Society of Safety Engineer’s Professional Safety to Financial Advisor to webinars and hundreds of guest blogs.
He is a published author of articles on leadership development, physician burnout, healthcare, analytics, safety and productivity. Doug has published two books: Passionate Action; 5 Steps to Creating Extraordinary Success in Life and Work (2007), and Adventure Coaching; A Guidebook for Action-Based Success in Life and Work (2006) that can be purchased here and here.
Consulting Value Proposition
“Developing smarter leaders. Faster.”
Doug will not waste any of your time or resources. He expects you to achieve great results. And he always guarantees exceptional value.
Call him now at 704.995.6647 or contact us here or schedule your initial consultation here.
For biographies on other Action Learning Associates, Inc leadership consultants and executive coaches, contact us here or review the list of our partners here. We also provide scaled solutions for any-sized organization, anywhere in the world.
by Doug Gray | Jan 7, 2014 | Business, change, Coaching, Leadership, Managers, safety, strengths, Success, talent
My definition: Safety Leadership Coaching is an emerging field of professional development for yourself and others.
TIP: Scan the words in bold. Then apply them to your world. Then call me to discuss.
The phrase “emerging field” recognizes the fact that the safety business is new, since OSHA gained influence in 1970. Prior to that time, workers were measured by hands, feet or hours of productivity. The early “safety professionals” were compliance-driven people tasked with issuing fines, citations, tickets, and quotas. At some companies, “Safety Infraction Report” mandate was required by 4:00 each afternoon; and if you received 3 SIRs then it was time to find another job. Many safety employees were former police or military. The “Safety Cop” compliance requirements remain a powerful legacy today.
In the 1990s the safety industry, like most industries, was affected by global trends including humanism and diversity. Individual choice was recognized more than ever. Leadership and organizational development programs emerged as professional schools of research. In the workforce, safety leaders supported individual choice, good judgement, and reinforced desired behaviors. “Safety coaching” emerged as the dominant methodology to observe and recommend desired behaviors. The Certified Safety Professional Program, endorsed by BCSP, gained impact as a minimal standard for hiring and program implementation. Safety leadership coaching emerged as a field of professional development.
The phrase “professional development for yourself” recognizes the fact that all change starts at an individual level. As a species, humans change in response to external influences that promote our survival. If we need to learn a new skill, or relocate to the next job site, we do so. In the U.S. most people now have 5 careers on average. However, too many safety leaders only have one career. Too many people resist change. Safety leaders can embrace coaching and training; or they can ignore it. They can embrace career changes; or they can ignore them. Too many safety leaders ignore career development opportunities. Safety leadership coaching encourages people to explore choices and develop their strengths.
The phrase “professional development for others” reinforces the job description that safety leaders typically “observe and recommend” desired behaviors. They typically have broad access to all aspects of a job site or company. Consequently they have vast potential impact on all aspects such as quality, operations, sales, business development, etc. However, safety leaders do not embrace their potential impact. Too often they “stick to their own business” and “keep their heads down.” That limits their impact as leaders. Safety leadership coaching leverages the vast access and potential impact of safety leaders. Safety leadership coaching helps leaders obtain desired results.
There is an old story about the student who seeks a teacher. He travels to many lands and reads a lot, stares at a mirror, and generates lists. He is lonely, alone. One day he realizes that he learns best when he is in relationship with others.
So it is with safety coaching. Humans learn best when we are in relationship with others.
Here are some simple coaching questions:
1. Who is the wisest leader you know?
2. How can you develop better relationships with others?
3. What are you afraid of in your career?
4. Who needs you to coach them?
Send me your answers, or comment below.
BIO: Doug Gray, PCC, has coached 50+ safety leaders and learned from their expertise. He knows nothing about fall protection standards. www.action-learning.com or 704.895.7479
by Doug Gray | Nov 3, 2013 | change, Coaching, Sales, strengths
Recently I read an article that inspired me to share these 2 rules:
1. Never give power away to an event that has not yet occurred. Humans are motivated by fear and greed, as well as faith and service. When I am slow to call a sales prospect, I am giving away my power. When I am slow to develop a new project, I am giving away my power. Fear leads to fright, freeze, or flight. (Those 3 ancient responses that humans share with all mammals…) Instead, I can choose to be fearless. To live in faith toward serving others. Why would I ever give away my power?
2. Get great. Many people talk about great figures in history, as if familiarity is a reflection of greatness. Some were my professors and colleagues. That is B.S. I have met hundreds of leadership coaches and speakers. Few of them are great people. I have had hundreds of teachers from all walks of life. Few of them are great people. The only purpose of human life is to get great. Nothing else matters. I can get great at serving others. I can get great at loving my family. I can get great at purposeful work. I can get great in countless ways… Action leads to learning.
So, some coaching questions are:
1. “How are you choosing to be fearless?”
2. ” What are you doing to get great?”
Then share your answers with an accountability partner. If you are stuck, hire a great coach. Today.
Last week I met a great writer. He opened with, “Frankly, I am the best copy editor I have ever met.” He sells fiction online. And writes corporate copy. And has never done anything else… He is great. Call me if you need a great writer named Patrick.
What do you think others are saying about you and your work?
by Doug Gray | Oct 31, 2013 | Business, change, digital
Let’s start with some facts. Then trends. Then implementable solutions.
Facts:
- Apple introduced the iPad in 2010 as a revolutionary device
- By 2016 an estimated 650 million tablets will have been sold globally. Pretty revolutionary, huh?
- In a 2012 poll by CDW, tablet users averaged 2.1 hours per day and gained 1.1 hours of productivity
- In that poll, 84% of employees said that the tablet made them better multi-taskers
- There are over 1 million apps available for download
- There are more mobile devices in the world than there are toilets. (What does that fact say about our needs for hygiene and connection?)
Trends:
- Most digital natives (born after 1980) sleep with their phones
- There are more tablets and mobile devices than desktop devices, used globally
- Most information workers view 2-3 screens concurrently. An example in marketing: the television screen, the laptop screen, and the mobile third device. An example in finance: two laptop screens and the mobile third device.
- App usage is growing faster than web portal use, as workers apply technology to customers and clients in new ways
- Employers tolerate a BYOD approach (bring your own device) despite concerns about security, branding, and productivity
Solutions for your business include:
- Blended use of technology/virtual learning and direct/synchronous training. Virtual training is less expensive, but not adopted. Blended use of technology and direct training can increase engagement, productivity, and retention. See one example here. I use blended learning solutions for most action learning programs. Imagine a team of 4-7 people in different locations who need to collaborate. They typically do not even know one another. Action Learning programs require that they assess the problem/case study/ client need, then share resources, then ask questions to develop solutions, then apply those solutions to save money or make money. Recently, I have developed mobile apps that supplement business development workshops between siloed divisions. Monthly workshops, combined with direct and virtual meetings, and action learning apps force people to work together.
- Smart adoption of technology will increase mobility and security. Examples include Dropbox, a cloud storage service that syncs data can be accessed from any devices. You no longer need a secure VPN (virtual private network) access or dial in to a server. Your security is guaranteed. Consequently, when I travel to a client’s location I use Dropbox to access all of my digital content and provide tremendous value to any client, in their office, in the moment. Client delight is a reality, not a goal.
- Collaboration tools will enable multiple workers and stakeholders to develop solutions. One example is GoToMeeting, a web meeting tool with audio and video conferencing. You can access from any device, using a code. Then you can see who is talking, share screens for collaborative work, record meetings for future reference. I use this tool when reviewing documents or developing presentation materials with clients in multiple locations. And I use GoToMeeting for team coaching and action learning programs.
Most importantly, how are you using tablets and apps to increase your business?
If you need ideas, contact us now. If you have a great example, contact us now. If you want to work together, contact us now.
by Doug Gray | Oct 30, 2013 | change, Coaching, Employment, money, Success
Since 1997 I have been a consultant. Rates are described here.
There are two types of consultants: 1. those who make money and 2. those who do not make money. To explain in detail, consider the story (perhaps familiar) of Rich Dad and Poor Dad. Then add new titles such as Agile Consultant and Rigid Counselor.
Here is a quick story: Imagine that you have two mentors. One is Rich in material ways, and he regularly provides value to others. He gives implementable solutions, real advice, and teaches others the process of success. He is regarded as an expert in a community of his peers, and he charges a reasonable fee for providing solutions that endure. He explores transformative change using questions. He is agile. His clients and friends regularly call him after hours to exchange ideas. The other dad is Poor in material ways, and may not know why. He charges by the hour and has a transactional view of others. He tries to sell solutions or products. He shifts from project to prospect to possibility with the winds. He rarely trusts others, has few operating agreements or partnerships, and may have material debt. He is rigid in his thinking. He tells others what to do. He may think he is the smartest person in the discussion.
Where are you? Agile Consultant/Rich: 1 2 3 4 5 6 7 8 9 10 Rigid Counselor/Poor:
Tips include:
- Provide process and implementable solutions
- Provide tremendous value and charge accordingly
- Share best-in-class solutions that are practical and actionable
- Be a great performer
- Learn from the best experts
I have had two coaches for the past 7 years. One was born in another country and we have never met. They both help me be an agile consultant.
What do you need to make money in consulting?
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