today's managers are facing trials that
the most popular books on teamwork just
simply don't address they have remote
employees temporary or gig imports and
increase speed of change this is where
our research comes in we have surveyed
more than 850,000 people to understand
modern team performance for instance
while autonomy is one of the strongest
motivators for Gen X it actually ranks
near the bottom for Millennials the
bottom line any leader can make use of
these disciplines to build stronger more
agile team annual I love you banquet
could you commit to that once a year if
it's bread box after taking on an extra
assignment or pick an archbishop would
you identify in bettering their days
going in where I would just take my hand
off the steering column just old Norton
motorcycle and say yes I get to go in to
work today that's how exciting was
that's culturally so there's always up
favorite but says it's better to leave
the carrot than it is good what stick
exactly right nicely done
today with this current economic climate
everybody is wondering how you get more
with less how do you get more out of new
people if you there's not a lot of
raises to go around so we actually get
busy at news time the great
organizations recognize that people move
themselves forward by setting very clear
goals and recognizing people when they
achieve those goals sounds simple but
rare is the organization that extra
resident okay Oh
as we're trying to attract people to
come work here as we're trying to retain
people and get them motivated we're
going to talk a little bit about that
idea about recognition about rewarding
our people we're also going to talk
about motivating our people what it is
individually the motivates them
obviously impact we're gonna talk a lot
about impact and mission the point is
that it's great teams root for each
other is the first off the idea of
Kaizen you've got to challenge the
status quo but everybody has to feel
safe to speak up and challenge that
status quo so one of the organizations
we saw his work with recently is called
Bell Helicopter eighty-year-old Bell
Helicopter Mitch Schneider took over
2015 start with a company as a junior
engineer and had 15,000 employees so
over 80 years they saw the market sure
again it's slowly going down so the
cream and innovations team that would
work cross punch lay with all of our
detective partners they says at first it
did not go well they said so I realized
we've got to change things up he says I
brought me root together he says guys
we're gonna create a safe place he sees
his first stop anyone on our team can
ask questions or make suggestions
without fear of looking stupid there's
no dumb idea in fact well the things he
said is that we have to use a piece of
every idea totally differently this is
the certain things we're gonna be
respectfully challenging each other
without every activity
anyone can suggest an innovative idea
without being perceived as disrupt he
says in the debate start
he says eventually they started
listening stupid kind of challenging
that status quo and he says I wasn't
meeting once and the engineer heard the
idea instead of saying nope I'm fine
he said you know what that just might
work and he says I felt that was the
tipping point this was the first
innovation that came on a team he says
we have words for this we're gonna be
building plants around the world
and this is just the first innovation
that came out of the students come PFC
leaves double warm
why because we weren't afraid
to challenge the status quo and push
ourselves and so now they're growing
again
you're very simple things you gotta find
them find ways for people to feel that
they are able to speak up
answers we seek a really simple as as
you begin this process of finding who
you are as a company where are we going
and finally how are we gonna get there
you answer those questions for me and
I'm gonna be engaged
today I'm going to tell you about some
of the organizations we've had a chance
to work with over the last 20 years and
we've been studying leases studying and
researching this idea of culture the
Harvard Business Review The Wall Street
Journal Fortune magazine give me some
real nice credence to our work over the
years now they've said look this is no
longer the soft side of business
if their potential walked within your
workforce within yourself what we've
learned about employee engagement will
change the right you do business and
we're gonna have some fun go thank you
everybody
anytime appreciate
you
