MaxiMeyer.com

T.D. Jakes 

• When people are passionate about what they do they are far more effective at what they do
• In church leadership, people don’t come to follow you, they come to follow Jesus, not you… in sales they call it bait & switch… It’s a real step down from Jesus to you… 
• Mimicking is not leadership, people don’t want imitation
• Leadership is always about transition, not maintaining- going from here to there – People follow people who move and take risks
• People want to have a sense that their purpose is bigger than them- we need to find that purpose in our organizations
• Two different people can say the same thing different ways- one inspires you, the other just makes you want to die
• From the head to the beards to the skirts-  Our leadership and vision cannot be diluted or polluted- it needs to make it all the way down through your team(s)
• Stretch people but don’t tear people apart by overwhelming them- it will break them and they will leave
• Most people don’t have a good sense of what they do well, we need to point out and call out the strengths we see in people
• Your team must deliver on what we promise and get people fired up about it
• “Put people to work doing the things that make them leap out of bed.” – T.D. Jakes
• 2 Different leaders, builders and bankers
• Builders:  You can give them little or nothing to work with and before you know it they’ll turn a match into an inferno…  Give them a hopeless situation and they’ll turn it around… Generally they’re better at building than maintaining…
• Bankers:  Better at maintaining
• “Are you bringing around people who do what you do?  If you do that, they compete with you, not complete you.”
• Good teams complete you, they add to you,
• “If you have 2 or 3 people you can be completely open and vulnerable with (confidants) in your lifetime, you are a blessed person.”
• Don’t hold people too tightly that were meant to come and go (constituents)- they are not there for you, they are there for what you are for
• Comrades:  They are against what you are against-  good to have one ear cutter/fighter on your team- they’re an asset if you know how to use them, if not, they’ll fight against you.  Direct them to the right target, not your back.
• The people you lead begin to flow in your spirit- they become more like you and your style, vision, passion-
• If you are transparent with your team, show them your wounds,  they can get in sync with your spirit and “catch your passion”
• I’m so wonderful and good, I wish I had a “me”… Leadership can drain you when pouring out to others…
• When you find yourself running a little on empty, you have a God to whom you can turn and say, “Help me so I can help them, give me passion so I can give them passion, give me fire so I can pass on the flame.”

Daniel Pink    Book:  Drive

• We have many motivations (  #1 biological-  16-18 year boys clearly have a natural motivation 
• #2 Reward/Punishment motivations:  Reward right behavior, punish wrong behavior
• We’re interested in something, a  #3 motivation for meaning- to do something bigger than ourselves, significant
• Far too often, companies neglect #3- they miss the motivation to bring meaning in the workplace
• A 2- dimensional view of human beings (biological & reward/punishment) – this is limited
• 3 Groups tested, the bigger the financial reward, the greater motivation  (mechanical skills it works that way)
• The more basic the task, the less the financial reward mattered- that seems backwards
• If/Then rewards work well for basic tasks but they don’t work very well when you have to draw on creativity
• Often organizations have carrots/sticks that fail- what do we do?  We try to add more carrots or bigger sticks- this is a fundamentally wrong path
• Commissions are typically the motivation for sales- sales people tend to be able to figure out the game…
• One company decided to go away with the commissions on sales… they raised base pay and gave them some profit sharing
• Often we make the wrong assumptions about people and their motivation
• False Assumption #1:  Human beings are machines.  If you press the right levers the right way, they’ll do what you want them to.
• False Assumption #2:  Human beings are blobs.  Our nature is to be active and engaged, not brainless, passive, inert.  Look at a 2-year old, theyare not passive, we don’t start out nor were we meant to be blobs.
• Autonomy, Mastery, and Purpose  (A.M.P.)- enduring motivators
• Autonomy:  Give your team freedom in their time, tasks, and technique
• Management is a technology that some guy invented in the 1850′s…  It’s a technology designed to get compliance.
• We don’t want compliance, we want engagement (which comes from self-direction)
• Who’s the best boss you ever had?  You rarely say they breathed down my neck the whole time, no freedom…
• “That’s great Dan, but I have to deal with THESE people, they won’t do anything without carrots/sticks”- false assumption
• One Austrailian software company has FedEx days:  You have to deliver something overnight- one day of autonomy- some of their greatest innovation has come from this… they now have 20% time allocated to complete autonomy…  Google does this as well…. (Gmail was a 20% project)
• Ease into starting some autonomy in your organization- start with some training wheels in our teams
• # 2 Mastery:  Single most important motivator was “making progress”- those are the days people feel most engaged
• Why would someone want to simply play an instrument that has no value?  Because they find it interesting, they get better at it… it matters!
• Making progress matters- managers should help people see the progress they’re making and put them in positions to make progress
• Create an environment that will allow people to flow
• Regular feedback matters:  What if Venus Williams only got feedback on her tennis skills once a year like most organizations do?  (And most of those are lame)
• Leaders should give themselves assessments.  Make a set of monthly goals and evaluate how you did at the end of the month-  many people do this naturally, we need to faciliate that… people need to know they’re winning
• #3 Purpose  People succeed when they’re motivated by a purpose greater than themselves
• “We’re in an era where the Profit Motive has reached it’s lid…there is a rise in the Purpose Motive.”
• Listen to the pronouns people use…. do they use “they” or “we”…. The “we” organizations are high performing… Are we a “We” organization or a “They” organization?
• Can you change your organization?  No.  Can you change what you do tomorrow?  Yes.  That’s where it starts.