Comments on: No Fear: How to inspire great individual performance http://bigideastobigresults.com/archives/10 Michael Kanazawa shares recent insights and tips about the no-nonsense, results-driven approach to driving business breakthroughs found in his new book Big Ideas to Big Results. Sun, 07 Sep 2008 20:23:35 +0000 http://wordpress.org/?v=2.2.1 By: admin http://bigideastobigresults.com/archives/10#comment-23 admin Wed, 19 Sep 2007 05:44:37 +0000 http://bigideastobigresults.com/archives/10#comment-23 Harsh, There are some cultural elements to this for sure. However, the main point is that managing based on driving fear only causes people to perform at the minimum levels to avoid getting in trouble. Encouraging excellence and getting the best from people takes understanding each person's talents and motivators. To do this requires some amount of familiarity. This doesn't mean that you will never get tough or feel angry, but how you show these to you team is what matters. Yelling, berating employees in public, and humiliating people causes resentment and causese people to shut down. A good balance of being tough on buisness and kind on people usually works well. Mike Harsh,
There are some cultural elements to this for sure. However, the main point is that managing based on driving fear only causes people to perform at the minimum levels to avoid getting in trouble. Encouraging excellence and getting the best from people takes understanding each person’s talents and motivators. To do this requires some amount of familiarity. This doesn’t mean that you will never get tough or feel angry, but how you show these to you team is what matters. Yelling, berating employees in public, and humiliating people causes resentment and causese people to shut down.

A good balance of being tough on buisness and kind on people usually works well.

Mike

]]> By: Harsh Sharma http://bigideastobigresults.com/archives/10#comment-22 Harsh Sharma Wed, 19 Sep 2007 04:38:03 +0000 http://bigideastobigresults.com/archives/10#comment-22 Hi Michael The basis of belief like maintaining distance is the saying 'familiarity breeds contempt' which holds true for many employees coming from small towns in my part of the world.But I feel, here comes the role of the leader,who has to coach and guide.Besides, it is all situational.The leader has to know and decide, when to be tough,when to yell ... at whom and when to smile and laugh.Correct me if I'm wrong. Cheers Harsh Hi Michael
The basis of belief like maintaining distance is the saying ‘familiarity breeds contempt’ which holds true for many employees coming from small towns in my part of the world.But I feel, here comes the role of the leader,who has to coach and guide.Besides, it is all situational.The leader has to know and decide, when to be tough,when to yell … at whom and when to smile and laugh.Correct me if I’m wrong.
Cheers
Harsh

]]> By: admin http://bigideastobigresults.com/archives/10#comment-13 admin Thu, 30 Aug 2007 05:52:04 +0000 http://bigideastobigresults.com/archives/10#comment-13 Koichi, Your question promted me to write the post "5 Tips to Inspire and Engage Employees." Hope this is helpful. Koichi,

Your question promted me to write the post “5 Tips to Inspire and Engage Employees.” Hope this is helpful.

]]> By: Koichi Naruishi http://bigideastobigresults.com/archives/10#comment-12 Koichi Naruishi Wed, 29 Aug 2007 05:04:19 +0000 http://bigideastobigresults.com/archives/10#comment-12 Thanks for the tips about motivation. Although I don't use fear to motivate my staff, I would like to know what you have done to inspire and engage people to maximize performance. Looking for a specific example that I can try modeling. Thanks, Koichi Naruishi Thanks for the tips about motivation. Although I don’t use fear to motivate my staff, I would like to know what you have done to inspire and engage people to maximize performance.

Looking for a specific example that I can try modeling.

Thanks,
Koichi Naruishi

]]>