WorkPuzzle

What Really Motivates Workers?

Occasionally, I come across an article unveiling some new research finding that literally raises the hair on the back of my neck...in a good way.  Such articles are typically the result of rigorous research, uncovering something significantly universal about the core of who we are and how we are made.

Harvard Business Review recently released its Breakthrough Ideas For 2010.  If you haven't seen it yet, it's worth a look. 

"HBR’s annual ideas collection, compiled in cooperation with the World Economic Forum, offers 10 fresh solutions we believe would make the world better."

The first entry, by Teresa M. Amabile and Steven J. Kramer of HBR, titled Understanding the Power of Progress, resonated enough with my own experience, that I'm pretty sure it will with you as well.  I think it will cause many of you to carefully rethink the way you structure training and coaching of your new agents particularly, but could really be applied to anyone in your organization. 

"Ask leaders what they think makes employees enthusiastic about work, and they’ll tell you in no uncertain terms.  In a recent survey we invited more than 600 managers from dozens of companies to rank the impact on employee motivation and emotions of five workplace factors commonly considered significant:  recognition, incentives, interpersonal support, support for making progress, and clear goals.  'Recognition for good work (either public or private)' came out number one.

Unfortunately, those managers are wrong.

Having just completed a multiyear study tracking the day-to-day activities, emotions, and motivation levels of hundreds of knowledge workers in a wide variety of settings, we now know what the top motivator of performance is—and, amazingly, it’s the factor those survey participants ranked dead last.  It’s progress.  On days when workers have the sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak.  On days when they feel they are spinning their wheels or encountering roadblocks to meaningful accomplishment, their moods and motivation are lowest.

This was apparent in vivid detail in the diaries we asked these knowledge workers to e-mail us every day.  In one end-of-day entry, an information systems professional rejoiced that she’d finally figured out why something hadn’t been working correctly.  'I felt relieved and happy because this was a minor milestone for me,' she wrote, adding that her efforts to enhance a specific version of software were now '90% complete.'  A close analysis of nearly 12,000 diary entries, together with the writers’ daily ratings of their motivation and emotions, shows that making progress in one’s work—even incremental progress—is more frequently associated with positive emotions and high motivation than any other workday event.  For example, it was noted on 76% of people’s best days, when their reported moods were most buoyant, and on only 25% of their worst.  (The exhibit 'What Happens on a Great Workday?' shows how progress compared with the other four most frequently reported positive events.)"

One example within our own business, that we've written about before, is the positive impact a  measurable recruiting system has on those responsible for moving candidates through predictable steps in the recruiting pipeline, from first contact to hire date.

By building a system that can be followed with tasks to be performed daily, one feels that they have made progress simply by checking each task off the list for the day.

Here is HBR's "breakthrough idea" for applying this research:

"As a manager of people, you should regard this as very good news:  The key to motivation turns out to be largely within your control.  What’s more, it doesn’t depend on elaborate incentive systems.  (In fact, the people in our study rarely mentioned incentives in their diaries.)  Managers have powerful influence over events that facilitate or undermine progress.  They can provide meaningful goals, resources, and encouragement, and they can protect their people from irrelevant demands.  Or they can fail to do so.

This brings us to perhaps the strongest advice we offer from this study:  Scrupulously avoid impeding progress by changing goals autocratically, being indecisive, or holding up resources.  Negative events generally have a greater effect on people’s emotions, perceptions, and motivation than positive ones, and nothing is more demotivating than a setback—the most prominent type of event on knowledge workers’ worst days."

I don't know about you, but this simple yet profound finding about how people work best raises the hair on the back of my neck... It says something about who we are, how we are created, and what we are meant to do:  Make progress!  By small steps, yes...but progress nonetheless.

If you can harness the tapping of this core need in people, you can build and sustain a company, a family, a marriage, or a country...

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Retention: How David Lee Roth Can Help You Predict Who Will Leave Your Team

If recruiting is the yin, then retention of talented team members is the yang of any successful business.  For real estate companies in particular, there is so much emphasis on recruiting that retention often receives less emphasis, or is completely ignored.

This is a shame because it takes less effort to retain a productive person on your team than it does to acquire, train, and coach a new person to the same level of productivity.  So, why do we ignore such an important priority?  Because, like the weeds in your garden, the factors that cause someone to leave creep in slowly and often go unnoticed until they choke out productivity.  By the time the plant looks sick, it’s too late.

The key to reversing this trend comes in identifying the early warning signals that a person is becoming dissatisfied.  Here is some research that was published in Fast Company that illustrates how this principle plays itself out in schools:

“Walk into an urban high school and look around at the kids.  Roughly half of them will drop out of school.  If you knew which ones, you might be able to steer them toward a different path.  But you can't solve a problem until you can spot it, and how do you spot a future dropout?

Some Johns Hopkins University researchers, frustrated by the high-school-dropout rate, went looking for early-warning signs among students in Philadelphia.  What were the telltale markers of a student who wouldn't graduate?  Their analysis came back with astonishing clarity.  Pouring over eighth-grade attendance records, they found hundreds of students who had missed more than one out of every five class days.  Of those frequent absentees, 78% eventually quit high school.  Similarly, of the eighth graders who had failed either English or Math, three out of four dropped out.  No other factor -- gender, race, age, or standardized-test scores -- had the predictive power of those two patterns.

The researchers concluded that the school district could identify more than half of the students who would be likely to drop out before they even set foot in high school.

The early-warning flags didn't solve the dropout problem, of course, any more than a smoke alarm can put out a fire.  But policy analysts at the National High School Center, armed with this information, were then able to review almost a dozen dropout-prevention programs with documented success that could be targeted toward the most at-risk kids.”

Isn’t this interesting?  Measuring a few very simple things lead to a prediction of something as complex as who would stay in school.  This certainly begs the question:  Are there similar factors that you could be measuring to predict those who are at risk of leaving your organization? 

In order to find these factors for your organization, it may take some focus and creativity.  To get your mind working, the article goes on to share another example of how paying attention to early warning signs is critical to predicting problems that can significantly impact your business.  The example comes from an unexpected source—the rock band Van Halen, and lead singer David Lee Roth.

“[In the ‘80s] Van Halen did dozens of shows every year, and at each venue, the band would show up with nine 18-wheelers full of gear.  Because of the technical complexity, the band's standard contract with venues was thick and convoluted -- Roth, in his inimitable way, said in his autobiography that it read 'like a version of the Chinese Yellow Pages.' A typical 'article' in the contract might say, 'There will be 15 amperage voltage sockets at 20-foot spaces, evenly, providing 19 amperes.'

Van Halen buried a special clause in the middle of the contract.  It was called Article 126 and it required a special bowl of M&Ms be provided for the band backstage.  It read, 'There will be no brown M&Ms in the backstage area, upon pain of forfeiture of the show, with full compensation.'  So when Roth would arrive at a new venue, he'd walk backstage and glance at the M&M bowl.  If he saw a brown M&M, he'd demand a line check of the entire production.  'Guaranteed you're going to arrive at a technical error,' he wrote.  'They didn't read the contract.... Sometimes it would threaten to just destroy the whole show.'"

So, what are the brown M&Ms that will predict a breakdown in the retention strategy for your business?  Smart operators like David Lee Roth understand that it’s much easier to take small innovative steps to detect an upcoming failure than deal with the expensive and painful consequences after it happens.

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

 

What Is Talent?

One of the things that we often hear when talking to executive teams about recruiting is that they want to hire talented individuals.  Additionally, most of their frustration with the hiring process comes from interacting with candidates whom they perceive as low quality.
 
With this issue causing such angst in the hiring process, have you ever tried to come up with a clear-cut   
definition of “talent?”  Certainly, common factors such as level of education, work history, and personality are going to contribute to a person’s talent, but these characteristics don’t seem to capture the whole picture.  Is it possible that we have a tough time recognizing talent because we don’t know what we’re looking for?

Recruiting guru, Peter Weddle, seems to think so.  In a recent article, he points out that there are an unprecedented number of experienced, highly-educated individuals who have lost their jobs and are available in today’s labor pool:

"Ironically, even though millions of Americans are now in the job market looking for work, a large percentage of employers believe there is a shortage of individuals with talent.  While their email boxes and mailrooms are filled to overflowing with resumes, they see themselves as increasingly challenged to find, recruit and retain workers who have the critical skills and/or the commitment to superior performance necessary for organizational success in the global marketplace.”

Weddle goes on to offer a great definition of talent.  In practice, a person of talent is someone who has one or both of two attributes:

“They have a skill that is critical to organizational success and a track record which demonstrates their ability to use that skill effectively on-the-job."

and/or

"They perform at a superior level on-the-job which sets a standard that encourages their coworkers to upgrade the caliber of their work, as well.”

If you have the responsibility of recruiting for your organization, it is important to read both parts of this definition a couple of times to let the information sink into your brain.  Many hiring mistakes are made because hiring managers either don’t understand these principles, or they choose to abandon them in the midst of the hiring process.

Here’s how you can begin to apply these principles to your hiring process:

1. Identify the skills that are critical to your organization’s success. Take a quick mental inventory of those who perform at a high level. What skills do they all have in common? As much as possible, go down to the task level. Only at the task level can you make appropriate comparisons between those who are currently performing well in your organization, and candidates who desire a career change and think they'd like to work in your organization.
2. Don’t compromise on track record. If you’ve determined that one of the critical skills necessary to perform well in the role for which you’re hiring is making cold calls, then don’t hire someone who doesn’t have a track record of making cold calls. It’s that simple. It’s financially too risky to have blind faith that a new hire will pick up a critical skill necessary for a new position. It’s better to source more candidates and find someone who possesses the necessary skills.
3. Stop hiring below average people. I know that no one tries to make lousy hires, but we do talk ourselves into accepting candidates that should be screened out. Ask yourself honestly: Do I envision this candidate being in the top 25% of individuals who work in this position? If you can’t see this happening, then consider a different candidate. It is important that the “new blood” in and organization raise the quality of the group—not the other way around.

Once you have a clear picture of what talent is for your organization, you can more passionately pursue those candidates who will be able to successfully apply their talent in your organization.  

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Another List Of Excellent Manager Behavior?

I'll bet most of us have read countless books and articles that claim to provide the most essential characteristics, traits, or behaviors of great managers.  We all know that with so many “MOST IMPORTANT” lists, they can’t all be true.

That fact has never seemed to keep me from reading the newest list, claiming to have discovered the latest.  Why?  Because every list seems to resonate with what I know to be true.  Namely, that becoming a good manager differs from situation to situation and requires such a vast array of traits that we may never exhaust discovering and dissecting them all.

But this doesn’t mean that I’ll give up reading these list.  On the contrary...each list contains elements of truth we can use to measure ourselves against.  We’ll never have all of the desired characteristics, but it doesn’t hurt to try.

So...here’s yet another list:  This list was compiled from answers given by students of Kathryn Britton in an article titled Becoming an Excellent Manager: Where to Start and 12 Clues in Positive Psychology News Daily.

Britton began by asking students, “Have you had a manager that you thought was truly excellent?”  This was followed by, “If so, describe his or her management style and explain why you found it so good.”

She distilled all comments and, in her words, "Here’s what we settled on:"

1. Supports career development. Gives stretch assignments. Mentors.
2. Knows how to do the job. Leads by example. Technical competence.
3. Cares about people beyond work performance. Helps people with practical needs.
4. Gives autonomy.
5. Communicates well within team – e.g., gives clear directions.
6. Has an open door — is accessible to employees.
7. Asks for people’s opinions and acts on the information. Is willing to learn from others.
8. Is positive and cheerful. Values humor. Detoxes stress.
9. Shares information. Enables employees. Watches for occasions where help is needed and gives it in a way that increases rather decreases employee confidence.
10. Bears the brunt of mistakes. Shields employees. Deals well with errors and failures.
11. Gives credit for good performance. Gives feedback well.
12. Trusts employees and is trustworthy.

Is this the greatest list you’ve ever read?  Probably not.  But that’s not the point. This list conveys what people say they like in their managers.  Mark the ones you already do naturally and pat yourself on the back- Job well done.  Now, pick a few more and work on developing them.  It may not be “THE LIST” but let’s never stop learning...

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Resilience In Children / Coaching Agents

What's more important?  A new agent's knowledge of the business, or their confidence in their ability to be successful once they're out on their own?  Training and coaching new agents requires that you know what's going on in their heads...not just when you're training them, but after they've left the support and energy of the training room and have begun to take the steps required to earn business.

Here's what often happens:  They are excited to learn, they soak up all the great training, and then they go home and try to put into action what they've learned...they stumble, make mistakes and begin the negative internal dialogue that slowly leads to inertia.  I'm sure you've encountered an agent who is in a slump or who has just begun their career and appears to suddenly have little confidence in their abilities.  New research might be helpful in addressing this pattern before it surfaces.

Preventing these funks and building lasting confidence takes more than an optimistic pep talk.  It takes figuring out what might be going on between the ears that could undermine performance.  Most people at some point (and some more than others) have a tendency to get into ruts of negative self-talk and believe false things about themselves and their abilities.

There is a great deal of research on the impact on negative self-talk.  Negative self-talk is the barely conscious, blatantly negative explanations of who we are, how we are perceived, and how we perform.

One group particularly prone to negative self-talk is teenagers.  An estimated two million 12- to 17-year-olds experience clinical depression annually.  In light of this, there is a group of researchers from University of Pennsylvania's Positive Psychology Center, who have found that building resilience in younger children can help thwart depression before it starts.  The pair has developed school-based curricula that teach educators, parents, and ultimately kids the core skills of resilience.

Psychologists Karen Reivich and Jane Gillham have conducted 17 studies of nearly 2,500 middle-school students and have demonstrated that if resilience training is taught before kids enter this sensitive period, depressive symptoms can be reduced long after the training.

"A key resilience-building skill they teach is how to identify the link between self-talk (in essence, what's playing on kids' 'internal radios') —and kids' feelings and behaviors, says Gillham.  Negative self-talk can create self-fulfilling prophecies, leading kids to behave in ways that create new situations that only reinforce the negative thoughts they have about themselves.  Say, for example, that a child does poorly on an algebra test.  That may prompt her to think, 'I can't do math,' fueling feelings of discouragement and sadness.  Because of those thoughts, she stops studying and then bombs the next exam.  A downward spiral ensues.

'A lot of what we're trying to do is interrupt that process,' says Gillham.  Her approach to positive psychology teaches teachers and parents how to help kids challenge negative self-talk and see disappointments from other angles.  Perhaps the hypothetical girl did poorly on the algebra test because it's an area of math that she finds difficult, though she excels at fractions; perhaps she felt groggy during the exam because she didn't sleep well the night before.  Once the faulty link in those thought patterns has been identified, adults can encourage kids to come up with ways to best tackle the problem.  Positive education also encourages kids to identify and embrace their strengths."  (Lindsay Lyon - US NEWS)

The key is to predict and intercept negative thoughts before they derail teens into the downward spiral of depression.  So, what would happen if preparing new agents also included resilience training?  What if we spent more time discussing individual strengths that will help compensate for the inevitable difficulties?  We all know that what happens between the ears is half the battle - Why not anticipate the negative self-talk that is predictable in brand new agents and help inoculate against this internal disease early on?

I'll bet that the best managers and trainers do some form of this, and may not even know what they've been doing until now.  It makes sense - We're onto something when intuitive logic meets research findings.

And if you haven't thought of it yet... try using this proactive coaching strategy with anyone who is venturing out for the first time in anything.  They'll appreciated it, I'm sure.  

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

What Bill Walsh Can Teach You About Coaching And Recruiting - Part 4

We’ll finish up our discussion about Bill Walsh today.  If you’re just tuning in, you may want to read the previous discussions (1, 2, 3).

This weekend is the Super Bowl.  As you probably know, it will feature the Indianapolis Colts and the New Orleans Saints.  What you may not know, is much about the coaches of these teams.

For both coaches, this is their first appearance in the Super Bowl.  So, I would imagine they are probably more than a little nervous.  When the Saints coach, Sean Payton, wanted to get the pre-game practice week off to a good start, what you do you think he did?  The San Jose Mercury News reported that he followed in Bill Walsh's footsteps:

“Sean Payton had taken a few pages from the playbook of the late coaching great Bill Walsh before.  Not quite like this, though.  Ever focused on the mood of his players, the Saints' head coach kicked off Super Bowl week by donning a bellhop uniform and helping with luggage when the team bus showed up at its downtown Miami hotel on Monday.

Drew Brees and the Saints' six other Pro Bowl players joined him, hoping to ease whatever tension accompanied the Saints on the first Super Bowl trip in the club's 43-year history.

'We're always wanting to steal a pretty good idea,' Payton said.  'I think Bill Walsh, a long time ago, had a pretty good idea, and we just kind of took it like one of his offensive plays and ran with it.'
 
When Walsh coached the 1981 49ers to the first of five Super Bowls for that franchise, he did essentially the same thing.  The Joe Montana-led Niners beat Cincinnati 26-21.”

Sean Payton was primarily trained by coaching legend, Bill Parcells, in the Dallas Cowboy franchise, but with this type of stunt, do you think he has spent some time studying Bill Walsh’s methodologies?  Probably a safe bet.

What about Jim Caldwell?  This is great story.  Caldwell spent the first part of his career as an assistant coach at seven different colleges in the midwest.  He was finally awarded the head coaching job at Wake Forest in 1993.  

His record at Wake Forest was dismal.  Over the next eight years, he lead the team to 26 wins and 63 losses (he was 12 - 52 inside the notably weak ACC conference).  I’m not sure if he got fired after the 2000 season, but I wouldn’t be surprised if he did.  In 2001, he took an assistant coaching job with the Tampa Bay Buccaneers under the supervision of their head coach, Tony Dungy.

In 2002, Caldwell followed Dungy to Indianapolis, where Dungy took the helm of the Colts.  Dungy lead the Colts on a remarkable run over the next seven years.  Dungy compiled a record of 85 wins and 27 losses, making the playoffs every year.  Additionally, the Colts won the Super Bowl in 2006.

In 2008, when Dungy announced his retirement, he named his successor as Jim Caldwell.  You wouldn’t think this would be a good choice based on his track record, but Dungy had spent the previous seven years teaching Caldwell his system and felt confident that he could carry on that system after his departure.

Dungy was right.  Caldwell compiled a 14 win – 2 loss record this year as a “rookie” coach.  This is the best start by a rookie head coach in NFL history.  It has been quite a remarkable turnaround from his performance at Wake Forest.  What changed?  I believe that he simply executed Tony Dungy’s system.

Any idea where Tony Dungy learned to coach?  You guessed it—from those heavily influenced by Bill Walsh.  In fact, many of today’s most successful NFL coaches trace their coaching philosophies back to Walsh:

So, we learned from our previous discussions that Walsh had “a magic wand” when if came to quarterbacks—anyone who played inside his system would perform remarkably better.  It now also appears that Bill Walsh may have had the same effect on coaches.  In the end, this speaks to the power and wisdom of the system that he conceived and perfected during his coaching career.

From a business perspective, every owner wants to build a business system that not only works (profitable) but can also be predictably duplicated (scalable).  Bill Walsh did just that in the very competitive arena of professional football…not by focusing his efforts on hiring better talent, but by building a better system to plug that talent into.  As described in Walsh's book, The Score Takes Care of Itself:

“Walsh was not presumptuous enough to write a book that would guarantee good leadership; rather, Walsh sought to help us understand the ways we can increase the probability of success: 'That’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment.  When you do that, the score will take care of itself.' ”

Enjoy the Super Bowl this weekend, and see if you can detect some of Bill Walsh’s legacy unfold in the action on the field.

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

What Bill Walsh Can Teach You About Coaching And Recruiting - Part 3

How did you do on your assignment from last week?  I know, when it comes to reengineering your business, it is probably not something you can do over a weekend.  If you need to catch-up, take some time to read the last two (1 and 2) discussions.

Since it is Super Bowl week, I thought I would spend a little more time talking about a guy who knew quite a bit about winning Super Bowls—Bill Walsh.  We learned last week that Walsh decided to question (and later abandon) the status quo for NFL football teams.  He did this primarily out of necessity because he didn’t have the resources to play the game like everyone else.

Once he had some initial success with the Cincinnati Bengals, he went on to prove out his theories with three more teams over the next 15 years.  Here’s a quick summary:

Walsh left the Bengals in 1976 to become the offensive coordinator of the San Diego Chargers.  With the Chargers, Walsh inherited a struggling quarterback named Dan Fouts.  Inside of Walsh’s passing system, Fouts led the NFL in completion percentage the next year.  Fouts went on to become one of the best quarterbacks in NFL history.

In 1977, Walsh became the Head Football Coach at Stanford University.  He only coached Stanford for two years, but experienced quick success, especially at the quarterback position.  In 1977, Stanford quarterback, Guy Benjamin, led the nation in passing and won the Sammy Baugh Award given to the nation’s best passer.  One might think that was just good luck (i.e. Walsh showed up at the right time), until you notice that in 1978 Benjamin’s replacement, Steve Dils, repeated his accomplishments!

In 1979, Walsh was finally awarded an NFL Head Coaching job—his ultimate goal.  However, the team he inherited, the San Francisco 49ers, had the League’s worst record and the League’s lowest payroll.  He also had, by most statistical measures, the NFL’s worst quarterback—Steve Deberg.  In the previous year, Deberg had a 45.2 pass completion percentage and 22 interceptions.

As usual, quarterbacks seemed to blossom in Walsh’s offensive system--Deberg’s transformation was particularly remarkable.  The next year, Deberg completed more passes than anyone in NFL history.  His interception percentage dropped by 50% and his completion percentage rose to 60%.

As if almost to prove his point, Walsh fired Deberg the next year and brought in a new college recruit to run the 49er offense.  His choice was a third round draft pick from Notre Dame that most people said was too small and had too weak of an arm to play in the NFL.  His name was Joe Montana.

As many of you know, Joe Montana went on to become one of the greatest quarterbacks in NFL history.  He was the starting quarterback in four Super Bowls in the 1980s, and his team won all four.  At this point, you have to start wondering—was he really that good, or did he just play inside a system that allowed him to experience remarkable success?

Michael Lewis, in his book The Blind Side, answers this question:

“How good was [Montana] really?  That’s hard to know, because his coach held a magic wand, and every quarterback over whose head that wand passed instantly looked better than he’d ever been.  When Joe Montana’s play became sloppy in the 1987 season, Walsh replaced him, temporarily, with Steve Young—whose sensational performance caused a lot of 49ers to wonder, and to feel guilt for wondering, if maybe Steve Young was even better than Joe Montana.”

Of course, Steve Young went on to become a Hall of Fame quarterback himself, but there is even more evidence that Walsh was probably the ultimate star.  In 1986, when Joe Montana was injured, Jeff Kemp stepped in as his backup for ten games.  In Walsh’s system, Kemp completed nearly 60% of his passes and averaged 7.77 yards per attempt, posting one of the highest passer ratings in the NFL.  The same year, Kemp was eventually injured also.  He was replaced by a quarterback named Mike Moroski who had only been with the team two weeks before he found himself in a starting role.  Even Moroski completed 57.5% of his passes!

There are some who believe that Walsh changed the entire way that football was played professionally.  In the late ‘70s, NFL teams passed the ball 42% of the time and ran the ball 58% of the time.  By 1995, one year after Walsh retired from coaching; NFL teams passed 59% of the time and ran the ball 41% of the time. 

What’s the lesson here?  Not many of us are going to be as brilliant and as successful as Bill Walsh, but we can learn from his example.  Walsh created a football system that many people (who happen to be quarterbacks) could be successful under.  He gave up on trying to “find the best talent” and instead built the best system.

I talk to many business owners and first level managers who mistakenly believe that recruiting a large number of people will solve their problems.  In the real estate industry particularly, this is the status quo.  It takes a great deal of effort, expense, and focus to execute a high-volume recruiting effort.  And yet, these efforts only produce a success percentage of about 15%.

What if some of this effort was redirected toward creating a sales system where 50% or more of the people who operate inside of it are successful?  You’ll know you’ve developed such a system when, like Walsh, you can plug almost anyone into the position (who has a baseline set of capacities and competencies) and  he/she is successful.  This would be a major paradigm switch for the real estate industry.  While you wouldn’t make it into the football Hall of Fame for developing such a system, you could change an industry and be remembered as a great innovator in your own right.

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

 

What Bill Walsh Can Teach You About Coaching And Recruiting - Part 2

Earlier this week, I discussed how Michael Lewis’ bestselling book, The Blind Side, tells the story of how Bill Walsh changed professional football by conceiving a superior “system” later termed the "West Coast Offense."  While I know many of our readers are probably not avid football fans, it’s worth learning a little about football to glean the important business and life lessons that Walsh’s story can teach us.

The topic we’re going to cover today concerns a principle that Walsh used to transform one of the worst performing teams of all time (The San Francisco 49ers) into three-time Super Bowl champions in the 1980s (you may need to read the previous article to understand today’s discussion). 

Here is the principle:  Bill Walsh questioned the status quo.  When Walsh started coaching professional football in the late 1960s, football was primarily a running game.  For each running attempt, a player typically gained 3.9 to 4.1 yards (depending on the statistical year considered), and had a 3% chance of fumbling the ball and turning it over to the opposing team.

Teams did pass the ball also, but at a much lower rate.  Why?  Because the average pass netted just slightly more yardage (4.9 yards on average) and resulted in an interception 6% of the time.  Also, quarterbacks typically completed fewer than 50% of the passes. 

The general strategy for football teams at that time was to run the ball until they got into a pinch and needed a bunch of yards for a first down.  Then, they’d chuck the ball downfield 20 yards or more and hope for the best.  Of course, the desired outcome (a completed pass) didn’t happen very often, and the undesired outcomes (incompletions and interceptions) were common.

Walsh first started questioning the status quo more from necessity than genius.  In 1968, he took a job as the Offensive Coordinator for the Cincinnati Bengals—an expansion team that had “comically inadequate football players.”  Without the talent and brute strength necessary to run the football, the Bengals had no choice but to turn to passing if they had any chance of winning.

But unfortunately, their passing game was not that hopeful either.  Their quarterback, Virgil Carter, had his own challenges.  “Carter wasn’t able to get the ball more than 20 yards downfield in any form other than a desperate wobble,” explains Lewis.

If you think about it, Walsh was facing the same situation that many of you are facing today.  Many companies have teams of individuals who are simply not talented enough to get the job done.  Your “players” are operating in sales systems that were designed to take advantage of some extraordinary strengths that only a few people possess. 

For real estate companies in particular, the status quo has been to recruit large numbers of agents with the hope of finding a few that can attune themselves to the existing system and be successful.  As you know, this is a tough road and it is filled with a lot of incompletions and interceptions.  I’ve spoken to many owners and executives who are growing very weary of the status quo.  Maybe you feel the same way. 

What did Bill Walsh do to solve his problem?  He built a better system.  More specifically, he built a system that played to the strengths of the players that were available to him.  While Virgil Carter could not throw the ball very far, he was accurate and quick.  Walsh used his strengths to design pass plays that were short and depended on precision and timing rather than brute strength and superhuman abilities.  

After implementing Walsh’s system, Virgil Carter, who had never completed more than half of his passes in a previous year, led the league in completion percentage (62.2%) and bumped his yard per attempt from 5.9 to 7.3 (remember, the league average was 4.9).  In 1970, the Bengals went to the playoffs just two years after starting this process.  In the playoffs, they put up a good fight against the Baltimore Colts in their final playoff game before the Colts went on to win the Super Bowl.

Here is the surprising part of this story:  The next year, Virgil Carter was replaced by a little known quarterback from a division 3 college named Kenny Anderson.  Walsh made his point loud and clear:  It wasn’t the person in the quarterback position that created the successes, it was the superior nature of the system itself.  Kenny Anderson went on to lead the NFL in total yards, completion percentage and yards per attempt (8.13) in 1974. 

As business owners, it’s easy to fall victim to thinking that the business systems we have (or we’re given as the status quo from an industry that surrounds us) are the business systems we’re stuck with using.  In this state, the only solution seems to be hiring bigger linemen and faster running backs. 

Bill Walsh changed the status quo so that personnel factors played a diminishing role.  He created a system so good that he could plug almost anyone (who happened to be a quarterback) into the system and it produced results.  Take Bill Walsh’s lead..challenge the status quo and start to conceptualize your own system.  Think about creating something that would keep you from playing to factors you can’t control.

This is a tough assignment, so don’t feel bad if the answers don’t come to you quickly.  I’ll write more about Bill Walsh in my next article.  There are few more strategies we can gain from him that may spur your thinking. 

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

The Blind Side: What Bill Walsh Can Teach You About Coaching and Recruiting

Last Thanksgiving, The Blind Side was released in theaters.  While the movie received lukewarm reviews from many critics, the public seemed to fall in love with it.  By New Year’s Day, the movie had gross sales of over $200M...and it only took $29M to make.  When a low-budget film produces this type of return, it demonstrates the compelling nature of the story that the movie told.

The movie is based on a book (by the same name) written by Michael Lewis.  He is the same author that wrote Moneyball—a book that we wrote about last year in WorkPuzzle.  While the book and the movie both do a great job of chronicling the life of Michael Oher, the book goes into much greater depth about the topic of professional football.  Michael Lewis has a gift for boiling down the complexities of a sport into simple observations and statistics that open your eyes to the realities of why some teams win and others lose.

One of Lewis’ observations involves the impact that coaching legend Bill Walsh had on professional football.  As an offensive coordinator for the Cincinnati Bengals in the early ‘70s, Walsh started to figure out how to build an offensive “system” around players who had average skills (as compared to other NFL players).  Because “superstars” were not something that Walsh had at his disposal, the system itself had to compensate for his team’s lack of talent if he hoped to win.

And win he did.  After leaving the Bengals and coaching Stanford to two winning seasons, Walsh took the position of head coach for the poorly performing (2 Wins / 14 losses ) San Francisco 49ers in 1979.  By 1981, Walsh lead the 49ers to the first of three Super Bowl championships during his ten year tenure with the 49ers.

The “system” that Walsh built is now called the “West Coast Offense,” and it was so superior that it was eventually copied by every team in the NFL and landed Bill Walsh in the Football Hall of Fame.  The system changed the nature of how football was played professionally by transforming how a team could gain an advantage by passing the football.  I won’t go into all the details here (it took Lewis a whole chapter to chronicle the events and explain all the particulars), but there are some important business lessons we can learn from Walsh’s accomplishments.

In general, Walsh’s system was designed to take advantage of the possibility of near perfect execution.  If a quarterback and a receiver were able to accomplish fairly simple tasks with near perfect timing, short pass plays were almost impossible to disrupt or curtail.  This style of play did have one major weakness however—if the quarterback did not have enough time to perform his tasks (due to defenders harassing him during the pass rush), the plays would breakdown.  The most effective way to rush the quarterback was from behind his field of vision so he couldn’t see the defender coming.  This is called the quarterback’s “blind side.”  Reliability protecting the blind side has translated into big business—it’s something a team will now pay millions of dollars to have reliably performed.

In my next article, I’ll outline some of the recruiting and coaching lessons that can be taken from Bill Walsh’s successes.  I think you’ll find there are some important similarities to what you’re trying to achieve.  

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Job Satisfaction Is Down: What This Means For You - Part 2

On Monday, I presented data which sadly revealed job satisfaction among Americans to be at an all time low, with a steady downward trend over the past 20 years.

I theorized that much of that decline isn’t so much a result of fewer interesting jobs, as it is the result of higher levels of emphasis upon individualism, and an increased focus on self-gratification...rather than on earning respect through contributions to something greater than oneself.

Now, as promised, today I plan to discuss why you need not necessarily give up hope.  Although an increased number of people in our culture are following the mantra of: "Let’s find ways to increase the duration and frequency of individual pleasurable experiences," you don’t have to cater to this philosophy to hire the best people.

In fact, if you do try to adopt your environment to cater to these people, they will likely end up among the most dissatisfied with their work environment, and never really engage helpfully in work for your company.

If you’ve read WorkPuzzle for long, you know that true happiness is built on hard work, specific goals, and focused attention on reaching those goals built around adding meaning to one’s life and the lives of others.  Happiness is NOT achieved through personal pleasure, until one has earned it... Then of course, pleasure can be extremely rewarding.

So, how does one build a company that is founded on principles that will attract the most innovative, hard working people...people of character?
 
The answer involves two very important ingredients:  (1) Building a culture of standards, and (2) Having recruiters and managers of character. 

(1)  Building a culture that is based on the right standards will attract the best people.  Have you ever thought about the word culture?  It comes from the same Latin root word “cultura” that also gives us the word "cult."  No, I’m not recommending you develop a cult, but they both mean “to cultivate."
 
Central to this root word is the idea of a specific set of beliefs and behaviors built on those beliefs.  There are historians who believe that the greatest societies have fallen when they lost these central belief systems and instead began to live by the idea of "anything goes."  Losing beliefs and standards- losing the expectation that everyone will contribute their best toward the greater good for their families and their society, will eventually lead to decay, and YES, lead to dissatisfaction.

Catering to meet the needs of a self-serving generation will leave you competing against perks and commission, and neglecting the focus of providing the intangible and very attractive sound culture that's becoming more and more difficult to find. 

The companies who will raise the bar of job satisfaction will be those who consider how to cultivate an environment that nourishes and rewards people for hard work and extraordinary effort toward the greater good of the entire organization and others.  It’s been my experience that people are starving for these standards, and thrive when you provide them.

I’ve seen this first hand in several organizations, including the fastest growing church in the Seattle area, that for the past ten years has attracted thousands of people in their 20’s.  These young people are hungry for someone to speak to them about responsibility, selflessness, contribution, helping others, parenting well, and railing against self-preoccupation.

By providing a company that is built on sound principles regarding the source of true happiness, you’ll attract the best talent and inspire others to change.  Only then will job satisfaction improve.

In the next edition, I'll focus on the importance of having people of character as your first point of contact when recruiting new candidates.

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.