Chapter 34. Know what buttons to push
Perhaps a product of today’s “extreme makeover” mentality, there are many managers who think that with the “right” coach, resources, effort, practice, tutoring, training, incentive, education, mentor, or magic wand, the behavior or attitude of most team members can be changed.
This view is right; it’s also wrong.
Anecdotal evidence suggests that if you want to change an individual’s behaviors or attitudes to a more desirable end—at any time and in any circumstance, you need to provide answers to two key motivational questions: “What’s in it for me?” and “Why should I care?”
Of course, to get the answers to these questions for each member of your team, you might have to hire an industrial psychologist to spend ...
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