Spiritually-Based Organizational Leadership

Spiritually-Based Organizational Leadership

Complete 10 multiple choice questions

Complete a Course assignment consisting of 18 short written questions followed by a longer question.

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A manager who performs routine tasks that

employees

should do such as continually reminding them of a deadline, completing tasks for them, or making sure they get to work on time is __________ and, therefore, creates __________ members.

Select one:

an organized leader / effective

a good leader / good

codependent / dependent

Clear my choice

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A sure-fire recipe for disaster in any relationship is _________.

Select one:
a.

talking too much

being a poor listener

one person trying to control or change the other

telling

the person off

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Delegation is simply the act of _________ someone to do something.

Select one:
a.

coaxing

demanding

c.
telling
d.

asking

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Good leadership can be boiled down to one basic concept:

Select one:
a.

Leaders don’t need to bother with human nature, they just need to get things done

Leaders must avoid wasting time with the pointless complaints of team members

Great leaders have a profound understanding of human nature and they work with it

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If you can properly lead _______, then you are much more likely to properly lead your team.

Select one:
a.

yourself

others

your family

a band

employees

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If you want to transform a disempowered team into an empowered team, you have to give them:

Select one:
a.

Control

Appropriate Control

Empowerment

Money

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Leaders replicate themselves by:

Select one:
a.

Inviting other leaders to join the team

Leaders don’t really need to replicate themselves

Developing others

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Morale is ______________ related to the quality of the manager’s supervision and leadership.

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a.

directly

partially

only somewhat

d.
directly

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People are likely to embrace change more if: (
Choose all that apply)

Select one or more:

You threaten them with some kind of loss

If it is forced on them

They have a part in it

They are informed about it before hand

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People
ultimately resist change because they:

Select one:

Desire to remain in their comfort zones

Can’t change their habits

Fear losing control

[removed]

Thomas Francis University • Course G380 • Segment 3

—Douglas R. Kelley, PhD, CH, CSL

Upon Completion of this Segment, You Will Know About:

 14 Traits of human nature that every leader must know.

 Human needs and Maslow’s Hierarchy.

 The secret of being a master motivator.

 The first law of human na

ture.

 The tiny seeds of negativity.

 The differences between motivating Baby Boomers, Generation X, and others.

 The difference between managing volunteers vs. paid employees.

 How to manage a team after being hired or promoted.

 Why understanding and working with human nature is critical.

Work with human nature—don’t fight it. If you fight human nature, you’ll lose every time.

—Doug Kelley

ffective leadership is all about understanding and working with human nature. Furthermore,

leaders comprehend and respect the human condition. You may or may not have volunteer

employees, but you do have paid employees. Whether paid or not, there are proper ways of

dealing with people, and the first place to start is in understanding human nature and motivations.

While all TFU courses and the Degree Program are essentially about dealing with human nature,

this segment will explore and summarize the most common aspects of human nature, and how you

can use this knowledge to become a master motivator and an effective leader. Moreover, this

knowledge can be applied to just about any situation. If you want to be a great leader, study human

nature, and then work with it to the extent possible, not against it. Working with human nature is so

important and so diverse that varied aspects of it overlap many different areas of leadership. This is

why there is repetition of these points throughout these courses. You learned about the 14 Traits of

Human Nature in Course G140 on metaphysical psychology, if you took that course. I am repeating

these traits here as a refresher and for your convenience.

Segment 3: The Art of Working with Human Nature

14 TRAITS OF HUMAN NATURE THAT EVERY LEADER MUST KNOW

Great leaders understand human nature, strive to continually learn more about it, and seek ways

to work along with it rather than fight against it. Following are some relevant aspects of human

nature and how each one applies in your team environment. While the following is not an exhaustive

discussion of these traits, it does show how to use them in leading your team. Ponder these traits to

explore how they apply to your group.

Incidentally, many of these traits can be expressed in either healthy or unhealthy ways; a few are

flat out unhealthy. Seek ways to meet the healthy needs of your employees while minimizing the

unhealthy traits.

1. The Need to Only Do What One Sees a Benefit in Doing [can be healthy or unhealthy].

“WIIFM” is an old acronym and means, “What’s In It For Me?” Whether you consciously realize

it or not, we all ask this question constantly. As human beings, we do the things we do be-

cause, consciously or sub-consciously, we see some kind of pay-off or benefit. Even remaining

in a difficult situation or relationship indicates that some pay-off or benefit is involved, again,

whether we consciously realize it or not. I call this the “First Law of Human Nature.” Leaders

understand this human trait and work with it by providing and highlighting the benefits of

particular tasks to employees. Even necessary mundane and monotonous tasks carry benefits

that employees may not appreciate. Continually ask yourself, “What is the benefit in doing

this?” And then make sure your people understand. When trying to “sell” an idea to your team,

you must address the benefits involved or your idea won’t be accepted. Think in terms of

“WIIFT, What’s In It For Them?”

2. The Need for Meaning, Purpose, and Belonging [can be healthy or unhealthy]. This is a

basic need that all human beings possess. You and your team are no different. Some variations

exist within this trait as well: The need to love and to be loved; the need to contribute in a

meaningful way; the need for satisfying work; and the need to feel needed. You can help your

individual employees to find meaning in what they do by matching them up with duties in

which they excel and with which they enjoy. Another way to support this human need is to

develop a team culture where everyone is appreciated and respected.

This need is generally healthy; however, it can become unhealthy when our need for mean-

ing makes us codependently live for the acceptance of others. You can easily identify this

unhealthy expression in others. For example, does the person show an unusual eagerness to

help others without considering the cost to him or herself? Does the person show a pattern of

doing anything and everything for others, and then overreact emotionally when the person he

or she is helping doesn’t seem to appreciate it or shows indifference? If so, then help the

person to enhance his or her self-esteem by way of coaching and/or building him or her up

with positive and accurate comments of recognition, speaking of which…

3. The Need for Appreciation and Recognition [can be healthy or unhealthy]. This trait is used

to underscore and strengthen the first trait above. Everyone needs a pat on the back, regu-

larly. Look for opportunities to praise and recognize your team members’ efforts sincerely,

but don’t overdo it. Avoid the KIP’s (Kick In the Pants). Every human being, regardless of their

station in life, wants to feel unique, special, and appreciated.

Recognize your employee’s accomplishments in some way; even small rewards can be

greatly appreciated. For example, commend your individual team members for their parts in

Segment 3: The Art of Working with Human Nature

successfully performing a task; remember them on their birthdays, touch base occasionally to

let them know why you’re glad they are members of your team. Build them up with honest

and sincere words. Make up unique awards especially for individual team members and give

them a certificate at your team meetings. Other ideas include time off, certificates of accom-

plishment, thank you cards sent to the employee’s home (so the family can read it), gift

certificates, Post-it Note thank you’s, etc. The ideas are many; look for ways to recognize

your people. But again, don’t overdo it or your efforts will appear insincere in the eyes of your

team.

One area of caution, however, is that not all people like to be recognized publicly. Be sure

to check with the individual. Obviously, some company functions involve annual awards, which

is fine. But check with your employees before recognizing them within the team or depart-

ment. Also, make sure you include all employees for recognition in some way so you don’t

inadvertently put your star employees in an awkward position with their co-workers that make

them look like a “teacher’s pet.”

The need for appreciation and recognition can become unhealthy in some cases for the

same reasons mentioned in the previous trait.

4. The Need to Understand and to be Understood [generally healthy]. People generally feel

more in control when they have a general understanding of what’s expected of them. This is

where your company policies, job descriptions, and shared values come into play. When you

outline the standards by which your team operates, you allow your members to know what is

expected of them. This minimizes miscommunication between you and your employees,

which, in turn, minimizes problems. This trait comes into play in delegation also. Make sure

you tell them why a task is important (see #1).

Being understood is equally important. Take time to get members’ input on all matters

that may affect the team. For example, be sure to ask each member for his or her impression

and input when setting department goals or solving problems. Why not ask your employees for

input on the team’s approach and shared values? Brainstorming with your team helps them to

have a meaningful part in the direction of the team. Lack of communication will kill any

relationship. People have a need to understand and be understood, and without good commu-

nication, their imaginations can—and often do—run wild. As a leader, communicate regularly

with your people; cultivate a team culture in which members feel free to express themselves

appropriately.

5. The Need for Challenge and Accomplishment [generally healthy]. As a species, human be-

ings thrive on challenge. We have an inherent need to grow beyond where we currently are.

At times, it may seem like a particular team member has no desire to grow and achieve, but

it may simply be a matter of the person being uninspired. Work with your people to find areas

in which they want to grow. For example, does a certain member want to learn a new (to

them) aspect of the job? Does he or she want to take a course in the same or a related field?

Encourage him or her to do so. Being an effective leader means to coach, develop, and chal-

lenge your employees in a variety of ways. Leaders replicate themselves.

6. The Need for Control [can be healthy or unhealthy]. My definition of “empowerment” is to

“give appropriate control.” People always feel better and more empowered when they have

control. Work with this powerful human trait by sharing as much control as possible with your

Segment 3: The Art of Working with Human Nature

employees. Help your people to satisfy this need by including them in as many decisions as

you can. This is Shared Leadership.

By way of reminder from the last segment, don’t give into any unhealthy need for control

by being a micro-manager or control freak. If true, your own unhealthy need for control is

taking appropriate control away from your people. They will not trust you nor look to you as

a leader as a result. Train them to do the job right and to think for themselves. Only by giving

appropriate control back to your employees will you maintain appropriate control. Over-con-

trolling managers create dependent employees. If you want to empower your team, give them

appropriate control, that is, as much control as is reasonably possible. Use your own good

judgment in deciding how much control to give.

Shared Leadership is all about two things: Involvement and communication. Following are

a few examples regarding how you can share the leadership and give your employees appro-

priate control:

• Brainstorm for ideas and solutions to problems.

• Seek team input on new directions, ideas, procedures, etc.

• Be open to new ideas, even if at first they don’t seem plausible.

• All things being equal, let your people do things their own way. In other words, as long

as the job gets done in accordance with your company policy and job descriptions, allow

your employees to express and act on their own preferences. Remember the rule of

thumb from a previous course: If it is a matter of preference, yield. If it is a matter of

principle, policy, or law, stand firm.

• Defer to your team member’s judgment when appropriate and when it doesn’t conflict

with company policy. Avoid the need to be right (discussed in #11 below) when you are

clearly wrong. Don’t think that being wrong on a matter or making a mistake somehow

makes you a poor leader. Good leadership means admitting when you are wrong and

making necessary corrections. People respect those who take responsibility for their

mistakes, seek to make amends, and work to prevent a repeat performance in the fu-

ture.

7. The Propensity to Resist Change [generally unhealthy]. Every day, we humans function ac-

cording to our previously established beliefs, comfort zones, and habits. When we are com-

fortable, we feel in control. When we feel in control, we don’t want to lose that control.

Therefore, we resist anything that may even hint at taking away our control, whether this

threat is real or imagined. People basically resist change because they fear losing control.

Knowing this, leaders strive to give away as much control as reasonable and appropriate (see

#6 above). As discussed in the last segment of the next course (G381), practicing Shared Lead-

ership, i.e., involvement and communication, will help overcome employee’s resistance to

change because people are likely to accept change more if they have a part in it, or if they

are informed about it before hand—even when the change is beyond their control.

Resistance to Change is generally unhealthy because life is all about change—whether one

wants to accept it or not. When it comes to change, we all have a choice: Grow, or stay stuck

and get left behind.

Segment 3: The Art of Working with Human Nature

8. The Need to Believe (People want to believe) [can be healthy or unhealthy]. We all need

to believe in something, and we all believe in many things. Your employees must believe that

what they do is worthy of their efforts (see #1 and #2 above). Give them something to believe

in by aspiring to Greatness in your own leadership. Of course, one’s beliefs can be either

enabling or disabling. If negativity is an issue in your team culture, then you can be sure that

certain employees are suffering from negative beliefs, which is unhealthy.

The need to believe is so strong in human beings that denial can result. Denial is essentially

the unhealthy belief that, contrary to reality, something is either true or untrue (as the case

may be). Denial results when reality “denies” our need for some kind of personally perceived

benefit or pay-off. Denial is a natural coping mechanism and often results when any of our

human needs remain unmet. Due to the power of belief, we often lie to ourselves about reality

in an effort to believe something is either really true or untrue (as the case may be). Denial

means, “To lie to oneself to evade responsibility.”

For some people in certain situations, coming out of denial means they might have to

change their entire outlook which, in turn, may impact professional relationships and may

even present an existential crisis. In their mind, friends and relationships might fall by the

wayside; they may be seen as flake by their peers thereby losing their reputation, and de-

pending on the situation, they may even have to reassess their entire world view. A change of

this magnitude would translate into a perceived “loss of control” and people resist change

because they fear losing control (see #6 and #7 above). Because of the perceived high cost of

changing one’s belief in this example, the person simply lies to themselves and, therefore,

evades responsibility. You

While the foregoing scenario is unlikely to occur within the workplace, you can see that an

incredibly powerful psychological need exists for denial in human beings. Never underestimate

the human capacity for denial, for it is astonishing.

9. The Need for Hope [can be healthy or unhealthy]. Another powerful need in humans is the

need for hope. In times of economic or other uncertainty, strive to give hope of positive

change to the extent you honestly can. Reaffirm this hope often to allay employee fears. Give

your staff hope that their efforts will lead to benefits for them. But be careful, unbridled hope

can lead to denial, which is unhealthy.

10. The Tendency to Take the Path of Least Resistance (Instant Gratification) [can be healthy

or unhealthy]. We humans are always looking for the easy way, especially in our modern,

fast-paced society. Sometimes the path of least resistance makes sense, such as in working

smart rather than working hard. However, this can also lead to employees not finishing tasks

properly; or they might perform a task haphazardly. Understand this trait of human nature

and coach your people to do the job right, whether that means taking the easy way or not.

Look at your methods and protocols. Are these protocols streamlined? If not, the tendency

will be for employees to circumvent or go around these procedures. Work with human nature

and don’t make your job or theirs harder than it has to be.

11. The Need to be Right [generally unhealthy]. We often observe this trait whenever two peo-

ple are arguing over some issue. Sometimes, we have even argued with someone and then

forgotten what we started arguing about in the first place! Whenever you are involved in a

confrontation, or when you are disciplining or coaching an employee with difficult behavior,

Segment 3: The Art of Working with Human Nature

don’t focus on who is “right.” Focus on resolution. Always allow others to be right whenever

you can. This is an especially effective technique when replying to another person’s seemingly

logical argument.

For example, suppose you ask a member to do something and they reply, “That’s your job!”

You could reply, “You are absolutely right; it is my job. But it is also my job to develop, train,

and delegate. That’s why I’m asking you to…” Let others have the satisfaction of being “right”

whenever you can, and whenever they are. Freely acknowledge it. And when you’re wrong,

also freely acknowledge it.

12. The Need to Blame [generally unhealthy]. This trait comes into play when people do not

have enough self-esteem to take responsibility for their mistakes. It is directly related to

Denial (see #8 above). You have undoubtedly experienced other people trying to blame other

things or other people for their own lack. You as a leader must hold your employees to ac-

countability for their actions in a proactive, calm, and kindly fashion.

This trait also occurs frequently in confrontations. As stated in the trait above, when you

are confronting an employee over a performance or behavioral issue, don’t focus on who is to

blame. Focus on resolution. Watch your voice tone and word choice so that you don’t come

off as blaming them. Seek to help the person understand what’s expected in a calm and

healthy manner. Seek to resolve the issue.

13. The Need for Secrets/Exclusivity [generally unhealthy]. This trait is responsible for the

widespread tendency to gossip. Juicy bits of negative information about others occur in just

about every company or organization. People just can’t resist learning secrets and being part

of that “special group” who are the only ones that know. Set the example here by tolerating

no gossip and no secrets. I don’t mean that you should divulge private or sensitive information.

I mean that generally speaking, everyone should be aware of necessary information to perform

his or her role in the team. Again, good communication is the key. You will encourage openness

by being open yourself, and not being a “private person.” People who keep strictly to them-

selves are often afraid of what others may think if the “real them” were exposed.

Another facet of this trait is the tendency toward exclusivity, which is the basis for racism

and intolerance. This trait is also responsible in part for cliques. As a leader, set the example

by including everyone equally. Address and regard every employee equally, because if you

don’t, problems will arise.

14. The Tendency to Procrastinate [generally unhealthy]. This trait is certainly nothing new;

we all tend to put off those things we don’t want to do, or don’t see a benefit in doing (see

#1 above). To help employees avoid procrastination, follow up regularly on delegated tasks as

appropriate.

There is a measure of caution in need of discussion here, and it relates to dealing with

negative team member behavior. It can be easy to procrastinate when you need to deal with

a difficult employee. Passive managers will often put off necessary discipline because they

are afraid of rocking the boat, or harming the relationship. However, as a leader, you should

always handle problems or challenging people promptly, which can mean immediately or it

can mean a bit later after tempers have cooled (if applicable). A life-lesson that I have re-

ferred to several times in previous courses and learned at great personal expense is one I call

my Now or Later Rule:

Segment 3: The Art of Working with Human Nature

If you have a problem, you have a choice. You can take care of the problem now,

or you can suffer longer and still take care of it later. But either way, you will

take care of problem eventually (or die from the pain).

Problems don’t go away all by themselves, and if left alone, they get worse, not better. As

a leader, don’t procrastinate. Deal with problems promptly.

Keeping People in the U.S.A.

All of the foregoing traits can be boiled down into one general and overwhelming quest: To be in

the U.S.A. Everyone wants to be in the U.S.A.; you do, your friends do, your family does, your em-

ployees do. Everyone wants to feel Unique, Special, and Appreciated (U.S.A.). When you really look

closely, the human condition is all about the quest to feel valuable and worthy (self-esteem), to find

meaning, and to achieve self-actualization, which means “the achievement of one’s full potential

through creativity, independence, spontaneity, and a grasp of the real world.”1

The drive toward self-actualization is embodied by Maslow’s Hierarchy of Needs, developed by

Abraham Maslow in his 1943 paper, A Theory of Human Motivation. Since many people in developed

nations have their basic physiological needs met, they are more concerned with growth-oriented

requirements as illustrated in the chart below. Helping your employees to both grow and feel Unique,

Special, and Appreciated is a big part of being a master motivator.

Maslow’s hierarchy of needs is often depicted as a pyramid

consisting of eight levels: the four lower levels are

grouped together as being associated with Physiological

needs, while the middle and top levels are associated with

psychological growth needs. Deficiency needs must be

met first. Once these are met, seeking to satisfy growth

needs drives personal growth. The higher needs in this hi-

erarchy only come into focus when the lower needs in the

pyramid are satisfied. Once an individual has moved up-

wards to the next level, needs in the lower level will no

longer be prioritized. If a lower set of needs is no longer

being met, the individual will temporarily re-prioritize

those needs by focusing attention on the unfulfilled

needs, but will not permanently regress to the lower

level. For instance, a businessman at the Esteem level

who is diagnosed with cancer will spend a great deal of

time concentrating on his health (Physiological needs),

but will continue to value his work performance (Esteem needs) and will likely return to work during periods

of remission.

Deficiency Needs

The first four layers of the pyramid are what Maslow called “deficiency needs” or “D-needs”: the individual

does not feel anything if they are met, but feels anxious if they are not met. The deficiency needs are:

Physiological, Safety/Security, Love/Belonging, and Esteem needs. Based on an article from Wikipedia.com

1 Dictionary.com Unabridged (v 1.1).

Segment 3: The Art of Working with Human Nature

THE SECRET OF BEING A MASTER MOTIVATOR

Some people say that it’s possible to motivate others; some say it’s not possible—they have to

motivate themselves. My question, therefore, is, “Is it possible for one person to motivate another

person?” At first glance, you will probably say yes. When I ask this question in my leadership seminars,

most people usually say yes; only a few will say no.

When I first began to research this question, I decided to start at the beginning, so I went to the

dictionary and looked up the meaning of the word, “motivate.” The dictionary said, “To provide with

a motive.” I said, “Gee thanks!”  Next, I looked up the word, “motive,” and found it meant “Some-

thing that causes a person to act; an incentive.” After giving it a lot of thought, I developed what I

think is a more understandable definition of the word, “motivate:”

“To provide a meaningful reason to do something.”

What’s the key word here? “Meaningful.” Now the kicker is, what is meaningful to me may not be

meaningful to you, and vice-versa. You motivate your people by discovering what they want and then

helping them to get it, i.e., discovering why they are in-

volved in your field and working to help them achieve their

goals. Find out what flips their switch, and flip it. Remem-

ber, people only do that which they find a benefit in doing.

Perhaps an employee has a deep interest in a certain aspect

of your field. Help him or her to satisfy this interest. Maybe another employee is more interested in

a different aspect or even in working toward a promotion; help him or her to satisfy this interest.

What motivates people? Many people will say money, appreciation, respect, etc. And they are

both right and wrong. Freud and others have written about two primary motivators: gain and pain;

benefits or consequences. People generally move toward gain, and away from pain.

For example, why do you pay your electric bill? Most will say, “So they don’t turn off the power!”

This is a “consequences” type of motivation. A “benefits” version of this would be: “I pay my electric

bill because I really enjoy the things that electricity does for me.”

People only do that which they see a benefit in doing. With the foregoing in mind, what is the

secret of being a master motivator? Find out what your employees want and help them get it. Find

out what they see as beneficial and help them do it. Provide a meaningful reason to do something.

To this end, use the Confidential Team Member Motivation Survey on the course page to ask your

members what is important to them.

Segment 3 Supplemental Audio: Master Motivator

NOTE: Before proceeding to the next section, please listen to the audio above on

the Course Page for a supplemental discussion of this section. This audio is part of

the course.

First Law of Human Nature

People do not do anything that they

do not see a benefit in doing.

Segment 3: The Art of Working with Human Nature

THE TINY SEEDS OF NEGATIVITY

Negativity is a motivation killer. Many types of negative behaviors exist in the world, such as

complainers, gossips, and snipers (passive-aggressive behavior). What is negative behavior? Simply

put, it’s any behavior that is not positive. Negativity is one of the hardest things to root out of any

organization, but it can be done with consistent effort (although doing so might mean dismissing the

negative employee).

While some people develop negative attitudes over a series of negative events, it almost seems

that others are born with negativity. In other words, some negative people have had negative atti-

tudes so long, that they are completely unaware of their negativity.

There are two places where negativity starts and stops in any organization. The first and foremost

is with the top leadership. If you as the manager of the group are negative, it will trickle down to

everyone else. The second place that negativity starts and stops is with each person.

If you look back at what caused a negative attitude in yourself in the past, you will most likely

discover that it was something rather minor. It could have been a flippant remark by someone, or a

small display of ingratitude

for taking initiative. In most

cases, negativity is brought

about by several small unre-

solved events over time.

Causes of Negativity

Negativity most often

starts out as a tiny seed,

which then gets watered and

watered until it grows and

spreads like gangrene. If not

arrested, it then takes over

and decimates a team just

like a beautiful garden over-

grown by weeds.

The primary cause of

negativity in any group is

due to a lack of regular and

meaningful communication.

Lack of communication fuels

negativity in several ways.

One way is when the man-

ager does not hold the nega-

tive employee accountable

for his or her negative atti-

tude, behavior, or words.

Segment 3: The Art of Working with Human Nature

Another way is when a manager does not hold regular feedback and coaching sessions with employees

(discussed in the next course, G381).

Lack of communication also fuels the imagination. People’s imaginations can run wild without a

manager’s regular input. Without meaningful communication, employees may not know whether the

manager loves or hates them. This is not a good place in which to be, but, unfortunately, it is a

common occurrence in many organizations and companies, and happens due to a lack of communica-

tion.

Another cause of negativity on a team is the manager being a negative person overall. Since the

first place negativity starts and stops is with top leadership, make sure that you are not unwittingly

setting an example of negativity for your employees by your words, actions, and conduct. Take a

moment now to reflect on your own personality style and disposition. Do you lean more toward the

positive or the negative? Does your typical voice tone suggest that you are generally upbeat, or more

of a downer? Do you often find yourself complaining about other people or things? If so, you just may

be setting an example of negativity without realizing it.

So how do you transform a generally negative outlook into a more positive perspective? Try these

suggestions:

1. Focus on the more positive aspects of life and people rather than the negative.

2. Stop taking yourself so seriously.

3. Intentionally make your tone of voice positive and upbeat.

4. Smile more! It’s hard to keep a smile on your face and continue to be negative or depressed.

5. Refine your leadership skills so that you cease making poor decisions regarding team matters,

such as who you hire to join your team. The more healthy choices you make overall the fewer

reasons you’ll have to be negative.

Negativity is caused by dissatisfaction. If you are generally dissatisfied with a large portion of your

life, negativity will be a difficult temptress to resist. If you simply cannot find anything to be positive

about, then life-changes are in order. Seek competent and professional counseling, coaching, and/or

medical assistance to help you sort out what might be holding you back.

I have focused on manager negativity in this section because it is imperative that you do not

succumb to a negative outlook while leading your team. As stated, negativity is a motivation killer

and will undermine a team’s morale faster than anything else. This is why that you must set a positive

example first and then not allow negativity on the part of employees to take foothold in your team.

The next course (G381) discusses how to deal with unacceptable behavior and gives specific examples

of how to handle team member negativity.

THE DIFFERENCES BETWEEN MOTIVATING BABY BOOMERS, GENERATION X, AND OTHERS

Much has been written by many experts on the differences between baby boomers, Generation

X, Generation Y, the Millennial’s, the Me Generation, and numerous other so-called generations.

These experts have explored the differences in motivating each generation, and many managers and

companies have sought further training in dealing with employees from these enigmatic generations.

Segment 3: The Art of Working with Human Nature

Furthermore, many managers find the entire subject of generations confusing and vague (as do I).

It is interesting to note that even the experts cannot agree on which age groups make up each gen-

eration, which has obvious ramifications on motivation. If you try to motivate an employee using

techniques recommended for one generation when the person actually belongs in another generation,

you could fail.

I will make a bold statement: I contend that there is no difference between these so-called “gen-

erations” from a motivational standpoint. Human nature is human nature, and it only changes over

the course of thousands—if not millions—of years. People want what people want. I’ve outlined many

traits of human nature in this segment and will continue to offer more insights in the segments to

come. If you understand and work with human nature, it doesn’t matter the era in which the person

was born, or even what his or her upbringing was like.

Motivating the various so-called “generations” is the same as motivating one generation: Give

them a meaningful reason to do something. This means treating and dealing with each employee as

a unique human being. It means to find out what is meaningful to him or her individually, keeping in

mind that just because something makes sense to you, it doesn’t necessarily have to make sense to

your employees. While basic human nature is consistent, we are not all the same individually. Get to

know your employees and then treat them the way they want to be treated, not simply the way you

want to be treated. Provide meaning to their work to the extent you are able and you will motivate

your people like a leader should.

MANAGING VOLUNTEERS VS. PAID EMPLOYEES

Some organizations and institutions, such as universities, use volunteers in addition to paid em-

ployees which can, at times, present unique challenges for managers. The primary reason for these

unique challenges is that, by definition, volunteers are unpaid which can remove the sense of ac-

countability on the part of the volunteer. As a result, managers have had a hard time getting the

same performance from some volunteers as paid employees because the volunteers may not fear

losing their job.

In principle, dealing with and motivating volunteers is accomplished in the same manner as the

preceding section on different generations. Remember, people do the things they see a benefit in

doing. Find out why the volunteers are volunteering and you will gain insight into what motivates

them. Then use this insight to provide a meaningful reason for them to do the work. This is really no

different of an approach than I’ve been advocating for paid employees. Use the principles of assertive

leadership to motivate and lead all of your employees, paid or not.

Of course, if a volunteer directly or indirectly refuses to do what is expected, you will need to

dismiss him or her the same as you would any paid employee.

HOW TO MANAGE A TEAM AFTER BEING HIRED OR PROMOTED

If you’ve been hired as a manager or promoted to management, you will likely face specific issues

that arise from inherited employees. The previous manager may have even created a “mess” and now

you have to “clean it up.” If you were promoted, you may even be dealing with jealousy on the part

of one or more of your coworkers who resent the fact that you got promoted instead of them (please

see the second course (G381) for tips on dealing with this scenario).

Segment 3: The Art of Working with Human Nature

If you are a new manager, I do not recommend making sweeping changes to your department or

team too quickly after you’ve started unless those changes are absolutely necessary and/or are seen

as welcomed changes by your employees. Use what you’ve learned in this segment about human

nature, specifically, people tend to resist change because of fear. If you come in as a new manager

and change everything right away, you will most likely see resistance from your people based on fear

of the unknown. Instead, “walk with them” for a while, so to speak, before you begin altering the

path. Once your people have gotten to know you and/or your management style, you can then begin

to make necessary changes gradually.

I wholeheartedly recommend that you have a staff meeting with your people as soon as possible

to explain who you are, how you intend to manage and lead, and your core values and beliefs related

to management. This is a kind of “rallying the troops” sort of speech. As you speak, do so conversa-

tionally with warmth and confidence in an effort to put them at ease. Let them know you are a Real

Live Human Being who sees them as the same. The objective is to instill confidence and acceptance

in your staff. For example, you could say:

Hey everyone! Thanks for meeting with me for a few minutes. Being new to this position,

I would like to give you an idea of who I am and how I view leadership and management.

[If you were promoted, you should include something similar to following:] You

have all known me for ______ years/months. In this time, we have worked side by

side and I have always sought to demonstrate integrity and honesty in my work as

well as with each of you. While my position and responsibilities have changed, I have

not changed as a person. I intend to continue to be the same person of integrity as

your manager.

[If you were hired as a manager, you should include something similar to follow-

ing:] You and I have not worked together before, but I want you to know that I

always strive to show integrity and honesty in my work as well as those with whom I

work.

I believe that good leadership means treating each person with respect and dignity. I

will never yell at you nor embarrass you. I don’t believe in telling people to do things,

but I will ask you for your help. I believe that good leadership means training and coach-

ing team members to enhanced performance, therefore, I will look for coaching oppor-

tunities even though you may be doing well. I do this because I believe that if you suc-

ceed, I succeed; if you shine, I shine.

I am a Real Live Human Being who appreciates that things can be tough at times, but I

also believe in the indomitable power of the human spirit to overcome obstacles. Given

the team that we have, I have no doubt that we can continue to improve in all we do

and enjoy the pride that comes from excellence.

I want you to know that you are welcome to talk with me about the challenges you may

face in performing your work, and I will help in any way I can. Again, my job is to help

you succeed, therefore, I hope we can succeed together.

Does anyone have any questions I can help with?

Segment 3: The Art of Working with Human Nature

The foregoing is simply an example of what you might say. Be sure to let your people really see

who you are and that you have their best interests at heart. Doing this will put the odds in your favor.

WHY UNDERSTANDING AND WORKING WITH HUMAN NATURE IS IMPORTANT

On occasion, I’ve run into managers who, after taking my leadership training, ask, “Why should I

have to do all this touchy-feely stuff? People just need to do what they say they’re going to do.” This

personality style is that of a “Director” (discussed in the IMHS Behavioral Profile in Course G140). I

will state right up front that these types of people have no business being a manager of anything.

They should never be placed in charge of people because they don’t have the first clue about human

nature and are often resistant to learning. Don’t be this type of person.

I am in no way stating that people shouldn’t be held to accountability; they should, but in a healthy

and assertive manner. No one wants to follow a dictator.

Just about everything in human nature teeters on one’s self-concept, and effective leaders under-

stand and employ this knowledge. The old adage about attracting more bees with honey is true here.

The importance of a healthy self-concept was explored in Course G70: Metaphysical and Spiritual

Self-Mastery and is the very foundation of being a great manager and leader.

Great leadership means helping others in their quest for self-esteem and self-actualization, and

to find meaning. If you work to make others feel Unique, Special, and Appreciated (in a healthy

manner), people will “charge Hell with a water pistol for you,” as one of my friends so often says.

Furthermore, you will have shown them honor and given them a priceless gift: helping them to grow

and evolve as human beings, and there is no higher gift.

Change

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400.0704

Master Motivator

Doug Kelley

MHs.D24

Other

655.07263

Leadership

Doug Kelley

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1440.185

Delegation

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1600.2007

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