Motivation. Most people talk about positive motivation, but you carefully talk about negative emotions. Why are negative emotions often overlooked or discounted in the motivational literature?
Labeling emotions as positive or negative has little to do with their value, but instead involves how they motivate us through the ways they make us feel. Negative emotions like distress, fear, anger, disgust, and shame motivate us to do something to avoid experiencing them, or they urge us to behave in ways that will relieve their effects. Although we can be motivated by anticipating the positive emotions associated with pride, such as enjoyment or excitement, often what motivates us to get something done has to do with our response to negative emotions, such as in the avoidance of shame or in an attempt to seek relief from anxiety about an uncompleted task. People who are successful in their endeavors have learned to make excellent use of the negative emotions they experience. Erroneously, my own profession has promoted the notion that only positive emotions motivate us. This is possibly a misconception based on the positive psychology movement which focuses on positive human functioning rather than mental illness, and has more to do with resilience than motivation.
“Professionally successful people are emotionally attached to their goals.” -Mary Lamia
Don Yaeger is an expert on what it takes to cultivate a champion mindset. He was associate editor of Sports Illustrated for over a decade; he has made guest appearances on every show from Oprah to Good Morning America, and he’s also authored more than two dozen books. Now a public speaker, he shares stories from the greatest winners of our generation.
Don, you’ve seen the inside of great teams in the sports and the business worlds. Your new book focuses on 16 characteristics of great teams. Let’s talk about a few of them.
Your first point is that great teams understand their why. Purpose motivates both individuals and teams. How does the personal “why” interact with the team “why”? Do they ever conflict?
In the business world, a “why” is often misunderstood as a company mission statement or code of ethics—which couldn’t be further from the truth. Author and motivational speaker Simon Sinek has described a company’s corporate “why” as “always disconnected from the product, service, or the act you’re performing.” If an organization desires to become a Great Team in the business world, then it must understand how to utilize the “why” properly in order to galvanize support from its professional ranks. “When an organization lays out its cause, how it does so matters,” explained Sinek. “It’s not an argument to be made, but a context to be provided. An organization’s ‘why’ literally has to come first—before anything else.”
“People don’t buy what you do, they buy why you do it.” -Simon Sinek
Companies that understand the purpose and philosophy behind the “why” are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most. When utilized correctly, this understanding can create a powerful sense of duty and purpose for business teams because the employees know exactly whom they are working for and to what end.
“Great teams build a deep bench at all levels of the organization.” -Don Yaeger
You talk about letting culture shape recruiting. In a large company, how do you make this a reality so that every single hiring manager is thinking about culture and not just reviewing a resume?
Purpose and leadership are essential to building a team culture. Once an organization determines its “why” and aligns its leadership style with the needs of its members, it is on the right path to becoming a Great Team. But culture building doesn’t stop there. A team must also recruit the right talent. If done well, recruiting will result in a highly competitive team that is consistently motivated to seek and claim success.
Great Teams recruit players who fit—who will thrive within the established team culture and add value to it. The talent of the employee or teammate is important, but fit trumps all. These organizations understand that Great Team culture establishes an environment conducive to success, but that success ultimately depends on the right kind of personnel.
In today’s marketplace, it is very easy to be wowed by decorated resumes. When the “ideal” candidate—the one with the outstanding CV—arrives, many leaders incorrectly believe that including that person will automatically better the team. A Great Team, however, understands that fit is more important than credentials. Someone who might be perfect for one environment—or might have been great while working for a competitor—will not be a guaranteed fit for another. That’s something hiring managers should keep in mind as they build their teams.
“Great teams realize that fit is more important than credentials.” -Don Yaeger
Successful huddles are all about open and consistent communication. Under head coach Bill Walsh, the San Francisco 49ers placed such importance on the art of the meeting that he had specific rules and procedures regarding how each one should run. Walsh analyzed and even recorded meetings to spot potential lulls and weaknesses in their process. He wanted to make sure his assistant coaches—who would sometimes change from year to year—were teaching his team in a consistent fashion.
Quarterback Joe Montana, who came on board right after Walsh did, shared Walsh’s high opinion of meetings. This legendary team leader—who won four Super Bowl championships and is tied for the most titles among all quarterbacks—was known in and around the NFL as “Joe Cool.” He had an uncanny knack for seeing all aspects of the game from his position on the field and was seemingly unflappable in the most pressurized situations. And there was a reason for Montana’s demeanor: like Walsh, he believed in a very diligent, orderly meeting process as a means of keeping players engaged. For Montana, the huddle was a sacred place and the ultimate comfort zone. There were rules to be followed when Montana was giving out information for the next play. If those rules weren’t adhered to, Montana told his teammates to take the issue somewhere else. The huddle was a place where everyone needed to be engaged and headed in the same direction.
Great Teams in businesses can take a page from Walsh’s and Montana’s playbook and conduct orderly, disciplined meetings. Such order makes a bigger difference than many leaders want to admit. A successful meeting revolves around clear communication. It can be pivotal to achieving greatness because it explains precise strategy and opens the door to new ideas. An efficient meeting allows an organization to remain one step ahead of the competition and forces it to remain consistent with any existing strategies. But these ideas must be streamlined by a process and guided by a leader who can filter out the good ideas from the bad.
16 Things High-Performing Organizations Do Differently
Great teams understand their why.
Great teams have and develop great leaders.
Great teams allow culture to shape recruiting.
Great teams create and maintain depth.
Great teams have a road map.
Great teams promote camaraderie and a sense of collective direction.
Great teams manage dysfunction, friction, and strong personalities.
Great teams build a mentoring culture.
Great teams adjust quickly to leadership transitions.
Great teams adapt and embrace change.
Great teams run successful huddles.
Great teams improve through scouting.
Great teams see value others miss.
Great teams win in critical situations.
Great teams speak a different language.
Great teams avoid the pitfalls of success.
Would you share an example of where one team missed “value” and another team spotted it and capitalized on it?
Publicly or privately, when you praise someone, watch what happens. I’m talking genuine praise at just the right level and delivered at just the right time. Too much and it loses its power, but it’s next to impossible to hit a “too much” level.
“A ruler should be slow to punish and swift to reward.” -Ovid
When you teach concepts and share examples, it makes a difference in your organization and in your people. The best leaders are teachers. Not always obviously or in your face, but everyone is learning because the leader is teaching.
When you model the way, it inspires everyone around you. You simply cannot say one thing and do another. Do what you say you will do. Don’t ask your followers to do one thing while you are doing another.
“Consistently doing what you say you will do is the foundation of integrity.” -Skip Prichard
When you promote and advocate on someone’s behalf, it creates loyalty. That person knows you have her back and that you are advocating on her behalf. Publicly sharing successes and attributing someone’s good work makes a difference.