A-HA! Performance: Building and Managing a Self-Motivated by Douglas Walker

By Douglas Walker

Compliment for A-HA! functionality ''Since I wrote selection concept decades in the past, i've got come to the realization that there's just one significant human challenge: now we have but to determine tips to get alongside good with one another. during this booklet, Walker helps this end with humor, creativity, and nice perception. Managers who either keep on with his feedback and train them to these they deal with could be rewarded with a cheerful and ecocnomic place of work. And do it at much less price than the corporate is spending now.'' --William Glasser, MD, President and founder,William Glasser Institute, and writer of selection concept and fact treatment ''If ever there has been a name that completely matched the content material of a publication, this can be it. i have not skilled extra a-ha's from a publication in my lifestyles. one of many greatest a-ha's is that you just do not construct a inspired workforce--you have already got one! for those who deal with people--and particularly if you happen to aspire to actually lead people--then this e-book is needed examining. Rock-solid principles from a grasp on motivation.'' --Joe Calloway, writer of labor Like you are exhibiting Off! ''An amazingly useful and prodigiously resource to assist create and bolster a world-class revenues strength, but additionally a blueprint for larger residing mostly. An absolute vital learn for all my staff, let alone family and friends contributors. i do not recognize someone who could not make the most of making use of the A-HA version. The identify could be extra apropos if it have been 'Holy cow! Where's this been my complete career?''' --Robert H. Fleet, department supervisor, nationwide Builder department, national domestic Loans ''A-HA! functionality will be crucial examining for each supervisor. every one bankruptcy bargains uncomplicated and compelling tools for development and dealing with a self-motivated group. The life like examples provided through the booklet strengthen the stairs within the A-HA version and supply the root for simple software to expert and private situations.'' --Ann Owens, vp, overall Rewards administration, QUALCOMM ''Avoiding a fight-or-flight response from an worker who wishes training on more advantageous functionality or habit alterations calls for the chief comprehend the employee's vested curiosity. Walker teaches the talents required to successfully create 3 wins: for the corporate, the worker, and the executive. it is a must-read for all leaders who are looking to be more adept in getting wanted functionality adjustments from their staff by means of enhancing their very own nurturing, training, or mentoring talents. i am interpreting it for the 3rd time and nonetheless gleaning extra counsel and insights. although it truly is built as a managerial self-help booklet, it truly is fairly an insightful, strong textbook, and as such has to be studied.'' --Ron prepare dinner, nationwide debts supervisor, 3M

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Probably not. qxd 26 4/30/07 2:28 PM Page 26 A-HA! PERFORMANCE not to the extent of what this woman did). And the reason for the choices we made? There was a need that was crying out for satisfaction or protection. And the intensity of that desire to meet the needs sometimes results in bad choices. In the chapter on filters, we’ll see how we can calibrate our output filters to limit the (negative) kinds of behavior that we have the potential to engage in. These output filters are our values. In the case I just mentioned, the woman’s values filter did not kick in and the consequences were tragic.

With a gap, there is always an urgency to do something, to act. I can’t make you buy my product, but if I can get you to want my product when you don’t have it yet, you’ll be internally motivated to buy it. We are driven to behave in order to close gaps between what we’ve got and what we want—and so are our employees. If we get a notice in the mail that our car insurance has been canceled, for example, and we didn’t want it to be canceled, we have a gap between wanting car insurance and suddenly not having it.

Or does Susan have choices about how to handle situations and is she therefore responsible for what she does, regardless of how she’s treated? W ho was responsible for what she did? That’s the fundamental question because the answer helps us understand how to address our behavior-changing conversations. If it’s just genes, there’s nothing we can do. If it’s training; the way she was brought up by her parents, we’re stuck again. But if there’s a process, if there’s something that goes on between Richard’s input and A-HA!

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