To lead and manage teams effectively the My Org App has leveraged the top principles and action items that came from the most trusted resources. The list below has the details on this book and all the key principles and actions that came from this book to make the app.
Resource Details:
Title: Hundred Percenters: Challenge Your Employees to Give It Their All, and They'll Give You Even More, Second Edition
From Amazon: The groundbreaking guide to inspiring 100% performance from employees--updated with expanded research findings. In this new edition of his guide to unleashing employees' full potential, Mark Murphy explains why true employee motivation is not achieved by focusing on making your people 'happy.' The most effective leaders are the ones who respect their people enough to push them to deliver real results--to become Hundred Percenters
Principles summarized
Challenging goals instill confidence and convey that the work is important.First, HARD goals instill confidence... This is a way of the boss saying, “I believe in you; I trust you; you’re the right person for this job.Second, HARD goals convey that work is important. Nobody would spend the time or energy to create HARD goals for work that was non-value-added (aka dumb, wasteful, etc.).
Our study shows that bosses who push employees harder than the employees would push themselves—who assign goals that require extra effort and skills development to succeed—have employees who like the boss and the company and who feel better about themselves and the work they do.
You may not naturally use the vivid imagery of a Martin Luther King, Jr., but there are specific tools that will help animate Objectives and improve their inspirational quotient. If you help people to really experience your goal, if you invite them to share in your dream, you too will inspire those people to sacrifice, achieve, and experience a deeper fulfillment than they would have otherwise imagined possible
They force us to push through our self-imposed limitations, to focus on something bigger than our own immediate wants, and to solve challenges of vital necessity
Money is great, but few organizations can continually (and legally) offer the kind of money that really makes a difference. What they can offer is all the other stuff that gets and keeps people engaged - feeling excited and motivated.
What the person wants — and what doesn't want - is as unique and individual as is what you want — and don’t want There’s only one approach that reliably and dynamically identifies what your people want and what they don’t want: the two factors that will inspire them to give—and keep on giving—Hundred Percenter effort. You must engage them in a one-to-one conversation and ask them outright.
It takes time and effort to gain a full appreciation of an employee’s strengths and weaknesses. The great manager spends a good deal of time outside the office walking around, watching each person’s reactions to events, listening, and taking mental notes about what each individual is drawn to and what each person struggles with.
Guides leveraged
89% of the new hire failures are due to lousy attitude, not skills (only remaining 11% are due to bad skills). 87% people consider quitting and in 93% of the case overall productivity drops when co-workers have lousy attitude. Tolerating bad attitude destroys your leadership effectiveness and credibility
There are many reasons why people don't get excited about their goals (not challenging, meaningful, or vital to our survival), but one critical reason is that our goals are sterile - not inspirational. They will not going to make us jump up and say, 'Wow, I am going to sacrifice whatever is asked of me in order to achieve that! I will drop blood, sweat, and tears until I have given every ounce of strength to this cause'
Ask a question: 'Tell me about a time in the past month or two when you felt motivated (or excited, etc)?'
Before you can inspire to give more, needs sure you take care what makes them to do less. You need to find out what frustrates folks enough to potentially shove them out the door, it won’t matter what you lay at their feet to try and tug them to stay; it won’t mean a thing, and it may even backfire on you. Before you can inspire folks to give more, you’ve got to wipe away, or at least neutralize, the things that make them give less.
How: Ask a question: 'Tell me about a time in the past month or two when you felt demotivated (or frustrated, or emotionally burned out)?'
To identify strengths, ask “What was the best day at work you’ve had in the past three months?” Find out what the person was doing and why he enjoyed it so much. Strength is not merely something you are good at. In fact, it might be something you aren’t good at yet. It might be just a predilection, something you find so intrinsically satisfying that you look forward to doing it again and again and getting better at it over time. This question will prompt your employee to start thinking about his interests and abilities from this perspective.
To identify weaknesses, invert the question: “What was the worst day you’ve had at work in the past three monthsProbe for details about what he was doing and why it grated on him so much. As with a strength, a weakness is not merely something you are bad at (in fact, you might be quite competent at it). It is something that drains you of energy, an activity that you never look forward to doing and that when you are doing it, all you can think about is stopping.
Knowing a personality type will help better predict what may motivate or demotivate a person. It will also help avoid putting clashing personalities together.
There are hundreds of theories on personality types, but when it comes to workplace behavior, we’ve found there are seven driving needs that influence who people are and what they like and dislike: Achievement, Power, Affiliation, Security, Reward, Adventure, and Actualization.