Dr. Bob Nelson on Motivating, Engaging and Recognizing Employees

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortez. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. I'm

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your host, Elise Cortez, joining
you from Dallas, Texas, which is

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home base for me. This program
is all about helping people more meaningfully and

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productively connect with their work and equipping
organizations do the same for their employees.

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So I bring on guests with a
particular perspective or experience that I think expands

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the conversation, and I often draw
on the meaning work research I've been doing

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over the last fifteen years, as
well as from my own consulting experience,

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including the work I do today at
Insignium, a global management consulting firm.

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Last week, if you missed the
live show, you can always catch it

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via recorded podcast. We were on
the air with David Perks of pay Compliment

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in Sydney, Australia. We talked
about the power of feedback over the lifetype

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of an employee to shape development and
foster engagement. Very interesting conversation and learning

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about how this company grew to be
what they do today. Quite interesting and

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inspiring, I might say. With
us this week is doctor Bob Nelson.

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He is considered the leading authority on
employee recognition, motivation and engagement. He

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is president of Nelson Motivation, Inc. A management training and consulting company that

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specializes in helping organizations improve their management
practices, programs, and systems. Many

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other accoloids we could say, but
I also want to say he is an

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author with many books out there.
He sold more than five million books on

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management and employee motivation, including fifteen
hundred and one Ways to Reward Employees,

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Recognizing and Engaging Employees for Dummies,
and many others. Doctor Bob Nelson comes

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to us today from home Where you
come from him today? California? Yes,

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Bob, Oh? From where?
San Diego? San Diego? Great

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place. Well, welcome to working
on purpose. Great to have you with

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me, Great to be with you. I want to extract as much as

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I can out of you in the
short time we have together. So one

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of the things that's interesting, I
love this title that you've been given,

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the Guru Doctor of thank You.
That is so great. Obviously you're you're

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recognized across the globe and employee recognition, motivation, and engagement. I want

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to open the show by asking about
your why, doctor Bob, Why this

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field? Why employee motivation or recognition? Well, I guess it was.

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John Lennon says that life is what
happens when you're making other plans, And

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yes, I guess this followed one
thing after another. I was always interested

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in writing, and I got from
my graduate work in and I got interested

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in the power of recognition. I
worked with doctor ken Blanche who wrote the

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One Minute Manager, which is three
secrets one minute, one minute goal setting,

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one minute praising, one minute reprimanding. Of those, the most critical

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of those is the praising part.
And so saw the power of reinforcement theory

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and explored that further in my studies, and it's actually considered the most proven

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principle of driving desired performance. Desired
behavior and performance is you get what you

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reward what you notice what you inspect
you get more of from in any relationship

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in your life. I had the
idea of doing a resource that helped show

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people what that what that looked like
specifically, and that was the book I

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did, A thousand one Ways to
Reward and Employees that just went into a

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fifty second printing. I'm pleased to
say it's sold over two million copies just

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in the US. So it that
was kind of the uh. One thing

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led to another, and then UH
started uh speaking on the topic, and

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then the more that you do,
the more you learn and follow up books.

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And it's just said that every writer's
writing the same book over and over,

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you know. It kind of kind
of uh, and I kind of

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think that's true. I'm looking at
different angles to make the connection for people

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to see this this topic and the
things I've seen from my research and my

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own life experience that really does work
so and for you know, and a

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key part of making that connection and
a key motivator for employees's purpose. You

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know, the largest generation the work
of course now is the millennial generation,

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which has currently thirty six percent of
all employees aren't from that generation. And

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on top of the list as to
what is important to them. Studies shows

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sixty one percent say working with an
organization that has purpose is actually one of

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the most defining characteristics. Also on
that list is being banked and valued for

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the job they're doing, which is
my Bailey Wick. So it's we've got

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two anchors on the very important aspects
to help drive what's currently the largest population

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in the workforce. M Well,
obviously purpose is very important to me too,

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which is why I host a show
called Working on Purpose, and I've

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been fascinated with it for for many
years. As well. I didn't know

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that that one that thirty six percent
of the workplace is millennials, and I

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didn't know that that was their one
of their principal drive verse or maybe their

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principal driver. That's fascinating. I'm
interested to hear from you, doctor Bob,

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about what you've learned and observed about
companies that address purpose and what are

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they what are they doing and how
are they actually keeping a purpose alive for

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their employees. Well, that's a
that's a wonderful question. It's one of

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them very passionate about. I find
that there's a big divide between everyone says

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it's important and everyone has every company
has a purpose statement and mission statement,

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vision statement, and those that actually
show it's important are a little bit harder

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to find. So it's often you
know, in the boardroom it's an annual

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report, and the putting it into
practice and into the daily hands of the

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people in the company is a much
different challenge. And the companies that do

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that tend to get the best results
in terms of retention and meaning and work

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and productivity. Ones that don't just
did it kind of for lip service.

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Some some of them never never see
the value of it. So I'm very

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interested and for those companies that do
it, what do they do? And

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and I've worked with several thousand organizations
at this point, so I'll give you

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one that I've worked with for the
last fifteen years, and that's the Disney

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while Disney Corporation, and you take
like the Orlando facility, the largest single

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site employer on the globe, sixty
two thousand employees, and everything they do

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speaks to their purpose of creating the
happiest place on earth, and from everything

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they do reinforces that, from from
who they interview and how they interview.

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So even in an interview, and
I've actually seen you know, first time

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interviews of some coming into work for
Disney and they're talking to someone and from

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the get go they talk about the
importance of the show. This is what

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we do here where it's the show
and they and they talk about what that

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looks like right in the environment we're
in right now, you know. And

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uh, you know, I remember
seeing that the two people talking in an

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interview situation the lobby and and uh, and they get up to leave,

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and the and the person being interviewed
leaves a paper cup at the table,

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you know that they had brought in
and they and the interviewer arrested purpose of

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the show. I remember, we
got to you leave the space and in

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the showing facilities. So everything,
everything we do, everything we say,

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how we look, is all about
the show. And so it's it's uh,

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it's driven deep into their culture from
the first interaction. And they when

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it comes to leaders, which is
an important aspect of driving mission and purpose,

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they hire for that, they train
for that. Uh, they evaluate

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them for that, and if they
have some problem doing it, then they

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talk to him and say, you
know, maybe you missed part of the

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thing that's important here, and we
send it back to the training again.

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And if they say if you're a
leader for us, they set the bar

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higher. And I don't care where
you were before. If you're if you're

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a leader for Disney, here's our
expectations. We expect you to talk about

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with your employees vision, the vision
of the organization and their vision within the

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organization. We expect you to be
a cheerleader to catch them doing things right.

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We expect. These are our expectations. They're not negotiable. So and

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like I say, if they if
they don't, if someone does that and

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they find that they're yelling at people
or whatever it might be, they have

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a talk and say, you know, that's not acceptable. We got to

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please do the training again. And
if they still find that they're not they're

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not doing the things that they know
are important to their success, they have

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a different talk and they say,
no, you're a good person. Everyone's

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not meant to be a manager.
This finds something else for you to do,

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because we're not going to have you
muck up what we've worked so hard

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on. Because the first person that
managed you twenty years ago did it by

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yelling at you. That's not gonna
be acceptable. And so it goes so

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they worked hard to shape the culture
and the focus, and then they all

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protected not just leadership, not just
management, but everyone protects that everyone is

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focused on the same thing, and
then you have a much stronger bond to

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mission and you're gonna be one hundred
times more likely to achieve the mission if

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everyone's pulling together. So I'm trying
to require on that because you are meshed

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in this topic as well. But
it's it's one of those things that it

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sounds like common sense and what could
be hard or you know, just tell

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We'll tell them this is what we're
trying to do, and everyone everyone got

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it and run with it and say, well, it usually takes more than

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that. I remember long years ago
hearing the CEO of General Electric speak and

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someone asked them how to a company
as large as as General Electric, how

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do you get everyone moving in the
same direction? And he said, this

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is Jeff. He said, well, I'll tell you how. You don't

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do it. You don't announce we're
going to be an ISO nine thousand company

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and then go on your office for
six months and then come out and say,

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how's that ISO nine thousand thing coming? Because it's not coming anywhere.

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It's not happening. He goes,
you have to ride the get on the

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horse and ride the horse and leave
the charge. If there's a mission that

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the sacred to your organization, the
leadership, the top leader has got to

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be all about that and still in
their leaders to be all about it and

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have it passed down. Said,
everyone's all about the mission, and it

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can't be left to the strategy people
or to the HR. It's got to

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be in all of our blood,
all of our daily focus. Yeah.

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And what I'm also getting from that, Bob, and you know, you're

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given such a great example with Disney, and that's such a great way to

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make this come alive for our listeners. But what I'm also hearing you say

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is that there is it's true for
everyone they get the mission. But there

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I hear you talking about the way
they thread it through everything that they do,

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the interconnectivity of that message and the
behaviors that reinforce. That is also

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what I heard you heard you talk
about, and that it's very intentional,

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very purposeful, that they they've got
a system to be able to look for

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that. Is that all true?
Is that saying true? It can't I'm

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saying that you can't manage by announcement. You can't say, Okay, this

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is important, don't forget the customer
and then expect that's going to magically happen.

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You've got to have that dedicated focus
and keep hammering. And at the

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point where you're sick of here about
it, they're they're finally getting it for

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the first time. So there's got
to be repetition. There's got to be

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reinforcement on strategies, on systems,
on certainly on recognizing. You get the

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things that you recognize, So what
are we doing to recognize mission? What

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are we you know? For example, I work for a lot with a

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lot of hospitals. Everyone that's working
in hospital want to be part of a

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caring profession. They want to help
save lives and serve humanity. And yet

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somehow more times than that, they're
up to their eyeballs with medicare forms and

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they're dealing with irate you know,
patients and families that are frustrated and their

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their life seems like anything but the
joy of caring. So for a hospital,

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you gotta have a big focus making
it a part of what we're about.

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And if people are lost in the
weeds with medicare forms. We've got

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to do something to to bring them
back, and and that's maybe to talk

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about the successes we've had with our
patients to have have you know a lot

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of hospitals that were founded by the
nuns. The nuns have a special place

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to make sure that people are treated
in a humane way, and they can

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they can insert themselves anywhere to remind
everyone on the mission of why the organization

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was created. And that's a that's
a very good thing. Or maybe I

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have an unbudds person to take on
issues where things aren't we seem distracted from

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our goals and so that's there's a
process in there, and it's all become

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very if a organization has become very
efficient and just on making money, and

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more times than not, the mission
gets left behind because there's an opportunity we

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can make more money. Does it
fit with our mission? Who cares?

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Look at the profit profit margin on
this thing, and suddenly you're doing something

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that's that's going sideways and and right
behind that is going is perhaps an unethical

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decision. H And then all of
a sudden, welcome to U Volkswagen cheating

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on any emissions. Welcome to UH
you know, a restaurant having equali because

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they were cutting corners and on speed, you know, and and on and

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on. It's sort of what makes
for a a poor organization, the one

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that loses its way. Welcome to
Wells Fargo have suddenly creating customer accounts,

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you know, so that people could
make their individual goals because they were forced

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on them by management to say,
we need to have everyone where we've got

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to create more accounts. And somehow
between that announcement and then leaving it to

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individual initiative, people surges and making
new accounts with the current exosting customers and

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not telling them and then going back
and closing accounts so they get credit for

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creating accounts. Well, you know, and then suddenly, you know,

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they're like it's last week. They
looks like they're announced the can be fined

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a billion dollars for that practice.
It's like, well, that's that's a

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loss of mission focus. That's somewhere
in the mix. And I'm sure the

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person that said we've got to open
more accounts, that's how we get more

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money that we can do more of
the things that we do to help make

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the world great. So we can
do more loans. I'm sure you had

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the best intentions, but somewhere between
that and getting them down to evaluating people

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on the performance they did. Did
you open up you know X number of

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accounts? Okay, you don't get
you don't get ranked at five, you

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get ranked at four or three or
two or one, and now you're you

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get ranked that for two periods and
it's gonna we're gonna doctor pay or whatever.

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The systems are out of alignment with
the mission. Well, and on

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that note, I want to talk
more about that, doctor Bob, but

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let's take a quick break. I'm
your host at least Correz. We've been

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on the air with doctor Bob Nelson, who was considered leading authority on employee

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recognition, motivation, and engagement.
He is president of Nelson Motivation, Inc.

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A management training and consulting company that
specializes in helping organizations improve their management

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00:16:56.240 --> 00:17:00.480
practices, programs, and systems.
We've been talking abouit about purpose and how

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00:17:00.480 --> 00:17:03.720
it's used or not used well in
organizations. After the break, we're gonna

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00:17:03.720 --> 00:17:12.519
talk about recognition. Stay with us, We'll be right back. Follow us

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00:17:12.559 --> 00:17:18.200
on Twitter at Voice America TRN.
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Elise Cortez is a speaker and engagement
and development catalyst. She designs and

234
00:18:29.160 --> 00:18:33.680
delivers professional development, leadership and engagement
workshops and can bring her expertise to your

235
00:18:33.799 --> 00:18:40.119
organization. She will help ignite meaningful
development within your workforce that will increase employee

236
00:18:40.200 --> 00:18:44.680
engagement, performance and retention. To
learn more or to invite Elise to speak

237
00:18:44.720 --> 00:18:49.039
to your organization, please visit her
at www dot Elise Cortez dot com.

238
00:18:49.119 --> 00:18:56.240
She would welcome the opportunity to help
get your employees working on purpose. Is

239
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of online TVs. Here you exclusive
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new programs that you can't see anywhere
else. Visit Voice America dot tv today.

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00:19:40.880 --> 00:19:45.799
This is working on Purpose with Elise
Cortez. To reach our program today,

247
00:19:45.880 --> 00:19:48.960
please call into one triple eight three
four six nine one four one.

248
00:19:49.359 --> 00:19:53.839
Again that's one triple eight three four
six nine one four one. You may

249
00:19:53.880 --> 00:20:00.880
also send an email to Elise A. L i se at Elise Portez dot

250
00:20:00.880 --> 00:20:08.200
com. Now back to working on
purpose. Thanks for staying with us,

251
00:20:08.240 --> 00:20:11.119
and welcome back to working on purpose
if you're just joining us. My guest

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00:20:11.160 --> 00:20:15.880
is doctor Bob Nelson, who is
president of Nelson Motivation and Management, training

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00:20:15.920 --> 00:20:19.839
and consulting company that specializes in helping
organizations improve their management practices, programs,

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00:20:19.839 --> 00:20:25.759
and systems. He serves as an
executive strategist for HR issues and has worked

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00:20:25.839 --> 00:20:29.039
with eighty percent of the Fortune five
hundred. He has been named a top

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00:20:29.039 --> 00:20:32.480
thought leader by the Best Practices in
and a worldwide influencer on the topic of

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00:20:32.519 --> 00:20:36.400
employee engagement. We've been talking a
bit about purpose, and I want to

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00:20:36.400 --> 00:20:38.319
have one more question about that before
we get into the next piece of what

259
00:20:38.359 --> 00:20:41.200
I wanted to get to. But
before we broke, doctor Bob, you

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00:20:41.279 --> 00:20:47.039
were talking about some examples of how
organizations lost their way, meaning they'd lost

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00:20:47.039 --> 00:20:49.799
their connection to the mission, and
that reminded me of what you'd said before

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00:20:49.880 --> 00:20:56.240
about if purpose is not easy to
see within the work environment, it's important

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00:20:56.240 --> 00:20:59.759
to have a strong connection to your
boss, and I just made me think

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00:20:59.759 --> 00:21:02.279
I wanted to ask you that question
as well, can you see more about

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00:21:02.359 --> 00:21:07.279
that? Yes, absolutely, And
in fact, the person's manager direct manager

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is the gateways to the rest of
the organization. Whatever the organization represents to

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00:21:12.559 --> 00:21:19.079
the employee is reflected to the relationship
they have with their immediate manager. So,

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you know, the same goes that
you go to work for a great

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company and you always leave a bad
boss. Everyone starts a job with the

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00:21:26.039 --> 00:21:30.599
hopes that's gold work out well,
and everyone that's hired the employee has the

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00:21:30.599 --> 00:21:37.240
same expectation. Somewhere along the way
it gets becomes a disconnect, and that's

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00:21:37.319 --> 00:21:44.160
often if the manager doesn't take the
employee relationship seriously and do the things that

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00:21:44.519 --> 00:21:52.000
reinforce a long term relationship, then
it will it will erode. So take

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00:21:52.079 --> 00:21:56.920
an example, you know, when
someone makes a mistake, and everyone makes

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00:21:56.000 --> 00:22:02.880
mistakes for law managers there, they're
quick to jump all over that and to

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00:22:02.920 --> 00:22:07.119
embarrass the person and embarrass in front
of their peers, maybe take the assignment

277
00:22:07.160 --> 00:22:12.359
back and do it themselves. All
that's showing that they don't trust the person.

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00:22:12.920 --> 00:22:18.079
And then through the behaviors and so
the employee will will come to feel

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00:22:18.119 --> 00:22:21.839
that they're not trusted and not value
that they're not a part of things that

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00:22:22.960 --> 00:22:27.359
maybe they're they've been embarrassed, and
actually with a lot today's employees, they'll

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00:22:27.920 --> 00:22:34.880
they'll mentioned the millennials earlier. They'll
they'll quit on the spot that they're not

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willing to work for someone like that. If you can't show in your interactions

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that have a long term concern that
goes beyond the item at hand, then

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that's not someone I could work for. Interesting. Yeah, I'm really appreciating

285
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the millennial. We've been here too, and I do want to talk more

286
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about that a little bit later.
But related to that's what's also in there

287
00:23:02.839 --> 00:23:06.079
that you mentioned here is the recognition
piece. And one of the things I

288
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found interesting is that you say that
recognition has proven to be the highest driver

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00:23:10.920 --> 00:23:14.559
of engagement. I find that really
fascinating, and I want to understand how

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we know that? Is that via
survey's feedback research? How do we know

291
00:23:18.440 --> 00:23:22.000
that recognition is the biggest driver?
Yes, well, that that has come

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from a number of companies. The
one the research that I've used is from

293
00:23:30.119 --> 00:23:33.960
a study that was done with three
million employees, and it came out of

294
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the statistical analysis that recognition representati fifty
six percent of the of the variance on

295
00:23:44.880 --> 00:23:51.920
engagement. So it's the most important
topic and of all the things that that

296
00:23:52.039 --> 00:23:59.480
lead to having engaged employee, So
all that tends to come from you know,

297
00:24:00.079 --> 00:24:04.880
all motivation issues are really an internal
construct there what's going on in someone's

298
00:24:07.359 --> 00:24:11.720
own mind about about things. So
usually the way that that's most determined is

299
00:24:11.799 --> 00:24:21.319
through asking them through survey mechanism and
with correlations to the end goal. That

300
00:24:21.519 --> 00:24:27.680
has come up to be critical by
in many studies and Robert Half International a

301
00:24:27.720 --> 00:24:34.000
few years ago that they found that
number one, this is a large stashing

302
00:24:34.079 --> 00:24:41.720
firm at all levels. They found
the number one leading reason why people quit

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00:24:41.799 --> 00:24:45.240
jobs as they don't feel they get
limited recognition for the job they were hired

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00:24:45.319 --> 00:24:52.599
to do. So that actually ranked
higher than compensation. So it's it's saying

305
00:24:52.680 --> 00:24:56.759
that whereas money is important to people, there's other things that are often as

306
00:24:56.759 --> 00:25:00.559
important, sometimes even more important.
Th recognition absence to be one of those.

307
00:25:02.759 --> 00:25:04.400
I certainly know that from the research
I've been doing over the last fifteen

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00:25:04.480 --> 00:25:08.240
years and the fifteen modes of engagement
that I found, I really get that.

309
00:25:10.240 --> 00:25:12.680
And then another thing that I wanted
to dig deeper into further, Doctor

310
00:25:12.680 --> 00:25:17.920
Bob around recognition. I have to
believe that as the workplace has changed.

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00:25:17.960 --> 00:25:22.400
You mentioned the generational makeup, and
certainly what we tend to focus on these

312
00:25:22.480 --> 00:25:26.200
days has changed over time. So
I'm interested if you could speak to how

313
00:25:26.240 --> 00:25:30.200
recognition practices have changed over maybe the
last twenty or thirty years. It's gotten

314
00:25:30.240 --> 00:25:36.559
much harder. I bet it's a
common sense notion, But the speed of

315
00:25:36.599 --> 00:25:40.480
business has increased, the complexity has
increased, the amount of change has increased.

316
00:25:41.160 --> 00:25:45.799
You know. John Nesbitt in his
nineteen eighty two book Megatrends, he

317
00:25:45.839 --> 00:25:51.839
identified one of the major trends in
our society is that the more high tech

318
00:25:51.920 --> 00:25:56.720
we become, the more high touch
we need to assimilate that technology. Or

319
00:25:56.720 --> 00:26:00.640
we're definitely in the high tech time
now, and the more people are dealing

320
00:26:00.720 --> 00:26:06.920
with technology and the average person touches
their cell phone over twelve hundred times a

321
00:26:07.000 --> 00:26:12.720
day, the more that we're glued
to social media and electronics and screens,

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00:26:14.680 --> 00:26:21.119
the less human element is that we're
involved with. And as as that happens,

323
00:26:21.160 --> 00:26:26.880
then essentially the greater the craving that
we all have for the human element,

324
00:26:26.240 --> 00:26:30.640
and if we're not getting it,
then then we feel something's missing.

325
00:26:30.079 --> 00:26:33.400
And again that leads back to purpose. If you don't, if you're working

326
00:26:33.440 --> 00:26:37.599
in the environment where it feels very
sterile, and you don't know your boss

327
00:26:37.640 --> 00:26:41.480
who's in a different location or a
different time zone, and you don't feel

328
00:26:41.480 --> 00:26:45.640
connected to your peers, and you
don't feel tied to the mission of the

329
00:26:45.720 --> 00:26:48.920
organization, then what the heck am
I working here for? You know?

330
00:26:49.440 --> 00:26:52.759
Well, if they pay well,
is that that might carry the day for

331
00:26:52.759 --> 00:26:56.519
a while, kind of like combat
pay. It allows you to place to

332
00:26:56.559 --> 00:27:00.880
work, but they pay you pretty
good then, But even even with that,

333
00:27:00.000 --> 00:27:03.640
at some point, even that's not
enough that people will quit a bad

334
00:27:03.759 --> 00:27:11.440
job because they don't have meaning in
that meaning is determined to the touch points,

335
00:27:11.559 --> 00:27:17.559
the personal relationships, the recognition,
the tie to the mission. If

336
00:27:18.359 --> 00:27:22.279
we need to have every employee that
fills the mission and owns it as their

337
00:27:22.319 --> 00:27:30.039
own, so they are they are
systematically acting from that perspective in their daily

338
00:27:30.079 --> 00:27:33.240
interactions, their daily decision. Let
me give you. Let me give you

339
00:27:33.240 --> 00:27:37.519
the example. I was at a
home depots. I'm probably shopped there every

340
00:27:37.519 --> 00:27:44.160
weekend for stuff, and uh,
you know, I'm not tripped. Recently,

341
00:27:44.319 --> 00:27:49.440
I overheard these two two employees speaking
when was obviously the supervisors and was

342
00:27:48.680 --> 00:27:56.000
a was a new hire, and
the supervisors pointing up to the high shelves

343
00:27:56.039 --> 00:27:59.240
and this one allegacy, see what
that stuff up there? You see what

344
00:27:59.319 --> 00:28:04.599
that is? And and the new
employee goes, I can't quite make it

345
00:28:04.599 --> 00:28:08.079
out, looks like sliding doors and
screens, and no, that's not what

346
00:28:08.119 --> 00:28:11.839
it is at all. That's our
paycheck. We need to move that down

347
00:28:11.880 --> 00:28:15.160
on the floor so it moves out
of the door, so you and I

348
00:28:15.200 --> 00:28:21.119
get paid. So everything we do
is facilitating that, and that's why we're

349
00:28:21.680 --> 00:28:25.880
we want to be helpful to everyone
that walks in the door. They're what

350
00:28:25.920 --> 00:28:29.839
they're looking for, what projects are
they're doing, So we can help them

351
00:28:29.880 --> 00:28:32.559
do a better job. Yes,
we can give them the best price in

352
00:28:32.599 --> 00:28:34.920
the part they're looking for, but
maybe we can help them even more than

353
00:28:34.960 --> 00:28:41.640
that. We can take a convert
a ten dollars request to a three hundred

354
00:28:41.640 --> 00:28:47.279
dollars request because we just convinced them
they can save money by by cutting their

355
00:28:47.279 --> 00:28:51.440
own towels and laying their own kitchen
floor. And we've got classes on the

356
00:28:51.440 --> 00:28:55.119
weekend they can attend for free to
learn how to do that. That's someone

357
00:28:55.160 --> 00:29:00.559
that's that's closer to the mission of
the organization and helping and serving the customer

358
00:29:00.039 --> 00:29:07.200
in the way that's also profitable to
the organization as well. What I also

359
00:29:07.240 --> 00:29:11.200
like about that, doctor Bob,
is I appreciate that just the way that

360
00:29:11.240 --> 00:29:17.440
one person gave their filter, if
you will, of how they're connected to

361
00:29:17.480 --> 00:29:19.759
the mission of the organization and how
they make money. And what I think

362
00:29:19.839 --> 00:29:23.240
is brilliant about that is from a
from a leader's advantage point is we all

363
00:29:23.359 --> 00:29:26.960
get the chance to be able to
color that screen the way that we want.

364
00:29:26.039 --> 00:29:30.119
That helps us be able to inspire
the people that work with us.

365
00:29:30.160 --> 00:29:33.519
And you know, there's creativity in
that, and I think it takes well,

366
00:29:33.559 --> 00:29:36.279
I know, and I know you
know it takes intentionality to do that.

367
00:29:36.799 --> 00:29:40.880
And I appreciate. Yeah, I
so appreciate the work that you've been

368
00:29:40.880 --> 00:29:45.359
doing over all these years helping organizations
to do that. And so again,

369
00:29:45.400 --> 00:29:48.279
I'm interested in any other examples that
you can share with us where where they

370
00:29:48.559 --> 00:29:52.759
you know, companies practice recognition.
Well, let me give you another one

371
00:29:52.799 --> 00:29:56.839
from your own backyard. There in
Dallas, there's you know, the Containous

372
00:29:56.839 --> 00:30:00.400
store, right, Yeah, they're
they're headquartered there, and I know them.

373
00:30:00.440 --> 00:30:07.440
They they have eight core values and
they and they're very important to their

374
00:30:07.440 --> 00:30:11.400
success. One of those core values
and they're very it's very important to them

375
00:30:11.559 --> 00:30:18.079
that people understand and learn the values
and really feel them themselves. And so

376
00:30:18.240 --> 00:30:22.240
one of their core values is called
man in the desert, Man in the

377
00:30:22.279 --> 00:30:26.839
desert. And so when they bring
it up with new employees and an orientation,

378
00:30:26.920 --> 00:30:29.640
they go over the values and man
in the desert, they say,

379
00:30:29.640 --> 00:30:32.920
and they talk about it, and
they say, when you come to a

380
00:30:32.960 --> 00:30:38.759
man in the desert, what do
they need? Well, they probably need

381
00:30:38.839 --> 00:30:42.720
water, right, so you give
them water. Do they need anything else?

382
00:30:42.759 --> 00:30:45.920
Well, yeah, they probably need
transportation, they need shelter, right

383
00:30:47.000 --> 00:30:51.400
right right. Think of our customers
as that man in the desert. They're

384
00:30:51.480 --> 00:30:56.880
coming to us. They have an
initial need water, but they have they

385
00:30:56.880 --> 00:31:00.039
have a latent need as well.
And the more we can ourselves in their

386
00:31:00.119 --> 00:31:06.599
shoes better, we can serve their
needs and make them a recurring customer that

387
00:31:06.799 --> 00:31:11.279
is with us for a longer period
of time. That's all from making one

388
00:31:11.400 --> 00:31:17.240
and then and then they have they
have the employees do skits to teach each

389
00:31:17.279 --> 00:31:22.880
other the importance of that value,
and so all that helps them to integrate

390
00:31:22.000 --> 00:31:26.359
as their own and helps them represent
it as there then in front of a

391
00:31:26.400 --> 00:31:32.559
customer themselves. That is a great
example. Yes, I do know of

392
00:31:32.759 --> 00:31:36.279
the Container store. They're extremely well
thought of here in Dallas and elsewhere.

393
00:31:37.279 --> 00:31:40.839
Great example. Any others you can
share with us. I really like to

394
00:31:40.880 --> 00:31:42.680
be able to give listeners a way
to be able to make what we talk

395
00:31:42.720 --> 00:31:48.519
about conceptually something they can actually practice
and see for themselves. Sure. Absolutely,

396
00:31:48.079 --> 00:31:52.920
Again, whatever business that you're in, you've got to love that there's

397
00:31:53.319 --> 00:32:00.680
a company. And I'm not as
that they make ball bearings. I'm groping

398
00:32:00.720 --> 00:32:07.160
with the name, but they are
all about all about ball bearings, and

399
00:32:07.200 --> 00:32:10.079
that means they're all about gears,
are all about machines, and they have

400
00:32:10.519 --> 00:32:16.839
made uh they have an art exhibit
in their in their Company of Gears,

401
00:32:17.480 --> 00:32:22.359
and they and they host to be
into all those things that who use ball

402
00:32:22.400 --> 00:32:28.720
bearings, and so they do truck
rodeos and they actually host them because everyone

403
00:32:28.759 --> 00:32:32.720
that works there they're making ball bearings, but they're they're they're focused on those

404
00:32:32.759 --> 00:32:36.720
things that the ball bearings are used
and it takes them in a lot of

405
00:32:36.720 --> 00:32:42.039
different directions and they love all of
it because it brings them closer to customers

406
00:32:42.039 --> 00:32:46.000
that also value similar things, who
ultimately they value ball bearings. So it

407
00:32:46.039 --> 00:32:51.240
seems like at first they stretch,
but to them it's it's not at all

408
00:32:51.240 --> 00:32:55.960
that they are. So they hire
people that are advocates about their cars and

409
00:32:57.359 --> 00:33:00.319
trucks, and that's who their their
peeps are, right, you know,

410
00:33:00.039 --> 00:33:06.440
and and and then and then they
have a tribe that is all on the

411
00:33:06.480 --> 00:33:10.079
same wavelength about the importance of those
things which happened to be important to the

412
00:33:10.119 --> 00:33:15.519
success of the organization. That's a
that's another example of a company bringing bringing

413
00:33:15.559 --> 00:33:22.359
the culture, the mission clear through
the culture. Another firm I've worked with

414
00:33:22.440 --> 00:33:30.640
also is Zappos. Sure they're very, very big shoes on communicating yet well

415
00:33:30.720 --> 00:33:36.400
shoes actually all over the map now, but they started initially with shoes,

416
00:33:37.160 --> 00:33:43.160
and you know, it's it's funny. And I'll often also a clip about

417
00:33:43.200 --> 00:33:46.160
them, and I'll ask people in
my audience about their experience with Zappos.

418
00:33:46.319 --> 00:33:51.240
Who's shot there? And I was
experienced? Is that good or bad?

419
00:33:51.319 --> 00:33:53.680
Or and everyone it was great,
it wasn't good, it was great?

420
00:33:53.759 --> 00:34:00.359
Well, what made that great?
Well? They they mails stuff at their

421
00:34:00.400 --> 00:34:02.640
cost, and if you don't want
to, they ship it back at their

422
00:34:02.680 --> 00:34:07.640
cost. Wow, that's that doesn't
sound like a very good business bot model

423
00:34:07.720 --> 00:34:10.679
to send people stuff for free and
then pay to have it returned to you

424
00:34:10.800 --> 00:34:15.639
for free. So uh so you
can you can order a dozen pairs of

425
00:34:15.679 --> 00:34:22.159
shoes and send back eleven of them
and wow, it seems like they would

426
00:34:22.159 --> 00:34:28.840
lose money on that. And actually
forty percent of every package they send out

427
00:34:28.840 --> 00:34:31.119
on a daily basis comes back to
them at their own cost, and so

428
00:34:31.199 --> 00:34:36.840
it looks very shortsighted. It's gonna
be a failing business model, But to

429
00:34:36.880 --> 00:34:39.119
them, it's not because they could
care less if you buy that pair of

430
00:34:39.119 --> 00:34:44.039
shoes or not. What they really
want is to keep you as a lifelong

431
00:34:44.199 --> 00:34:50.000
customer, and then they'll do that
best if that if you're happy with the

432
00:34:50.239 --> 00:34:53.840
product you bought. And so they
make it very easy, very easy to

433
00:34:54.159 --> 00:34:59.559
for you to be happy. And
so eighty seven percent of all their orders

434
00:34:59.800 --> 00:35:07.400
are done completely electronically with no human
interaction and the fulfillment and whatnot. And

435
00:35:07.480 --> 00:35:13.119
so the remaining thirteen percent and someone
has a question, for example, or

436
00:35:13.199 --> 00:35:16.039
something you know it didn't fit or
wherever it might be, wherever the issue

437
00:35:16.119 --> 00:35:21.800
is, they say spend as much
time as you need to help the person,

438
00:35:22.920 --> 00:35:27.159
and there's not a clock to make
sure they're off in thirty seconds to

439
00:35:27.199 --> 00:35:30.679
make sure that they see you know, twenty people in an hour or whatever

440
00:35:30.719 --> 00:35:34.719
it is. Take as much person
for someone that is our customer that has

441
00:35:34.760 --> 00:35:39.760
a question, help them until you've
resolved their need in one extreme instant they've

442
00:35:39.760 --> 00:35:46.719
actually have The record is one customer, one customer service. Where have spend

443
00:35:46.960 --> 00:35:51.880
eight and a half hours with one
customer. I don't know what the problem

444
00:35:51.960 --> 00:35:54.360
was, what the situation was,
but they stayed with them until it was

445
00:35:54.400 --> 00:36:00.039
satisfied or obviously must have gotten into
a lot of different directions, but they

446
00:36:00.119 --> 00:36:04.639
resolve the matter. And my guess
is that customer, whoever it was,

447
00:36:05.280 --> 00:36:07.320
will think of them first for the
rest of their life if they need to

448
00:36:07.360 --> 00:36:13.960
purchase something. Great example, Doctor
Bob and time for a short break already.

449
00:36:14.000 --> 00:36:15.519
I'm Elise Cortez, your host.
We're on the air of a doctor

450
00:36:15.519 --> 00:36:20.519
Bob Nelson, who was considered the
leading authority on employee recognition, motivation,

451
00:36:20.559 --> 00:36:24.280
and engagement. He is president of
Nelson Motivation, Management, training and consulting

452
00:36:24.320 --> 00:36:30.440
company that specializes in helping organizations improve
their management practices, programs, and systems.

453
00:36:30.920 --> 00:36:35.360
Doctor Bob has sold five million books
on management employee motivation, including fifteen

454
00:36:35.440 --> 00:36:38.800
hundred and one Ways to Reward Employees, Recognizing Engaging Employees for Dummies, the

455
00:36:38.920 --> 00:36:44.760
one and one Rewards and Recognition Field
Book, one thousand and one Ways to

456
00:36:44.880 --> 00:36:47.360
Energize Employees, and the Management Bible. He joins it today from Sandego,

457
00:36:47.440 --> 00:36:52.599
California. We've been talking about recognition
and purpose. After the break, we're

458
00:36:52.639 --> 00:36:54.039
going to talk about millennials. Stay
with us, we'll be right back.

459
00:37:00.159 --> 00:37:06.440
Follow us on Twitter at Voice America
TRN get the lowdown on guests, you

460
00:37:06.639 --> 00:37:13.000
shows, and your favorites. That's
Voice America TRN. The Voice America Live

461
00:37:13.039 --> 00:37:19.039
Events channel is here now to showcase
your corporate, individual or organizations live event.

462
00:37:19.360 --> 00:37:22.159
Visit Voice America dot com, forward
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463
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more. Whether it's a multi day conference,

464
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465
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event a success. We can do
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466
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For more information about taking your event
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467
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at four eight zero two nine four
sixty four seventeen or email info at Voice

468
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America dot com. Again, that's
Jeff Spinard at four eight zero two nine

469
00:37:49.079 --> 00:37:52.519
four sixty four seventeen, or send
us an email to info at voice America

470
00:37:52.679 --> 00:37:57.280
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471
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Join us around the globe as we
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472
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473
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demand access to past events that you
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474
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dot com Forward Slash Live events.
Elise Cortez is a speaker and engagement and

475
00:38:15.239 --> 00:38:21.280
development catalyst. She designs and delivers
professional development, leadership and engagement workshops and

476
00:38:21.360 --> 00:38:25.159
can bring her expertise to your organization. She will help ignite meaningful development within

477
00:38:25.199 --> 00:38:30.280
your workforce that will increase employee engagement, performance and retention. To learn more

478
00:38:30.480 --> 00:38:36.039
or to invite Elise to speak to
your organization, please visit her at www

479
00:38:36.119 --> 00:38:39.719
dot Elise Cortez dot com. She
would welcome the opportunity to help get your

480
00:38:39.760 --> 00:38:45.840
employees working on purpose. Is email
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481
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485
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The future online TV is here you
exclusive content from your favorite talk radio

486
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hosts and new programs that you can't
see anywhere else. Visit Voice America dot

487
00:39:20.079 --> 00:39:32.159
tv today. This is Working on
Purpose with Elise Cortez. To reach our

488
00:39:32.239 --> 00:39:37.840
program today, please call into one
triple eight three four six nine one four

489
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one. Again that's one triple eight
three four six nine one four one.

490
00:39:42.719 --> 00:39:46.599
You may also send an email to
Elise A. L I s E At

491
00:39:46.599 --> 00:39:55.360
Elise Cortez dot com. Now back
to Working on Purpose. Thanks for staying

492
00:39:55.400 --> 00:39:59.400
with us, and welcome back to
Working on Purpose if you're just tuning in.

493
00:39:59.480 --> 00:40:01.960
I guest is doctor Bob Nelson,
who is president of Nelson Motivation in

494
00:40:02.000 --> 00:40:07.840
management training and consulting company that specializes
in helping organizations improve their management practices,

495
00:40:07.079 --> 00:40:12.360
programs, and systems. He serves
as an executive strategist for HR issues and

496
00:40:12.400 --> 00:40:15.519
has work with eighty percent of the
Fortune five hundred. He has been named

497
00:40:15.519 --> 00:40:19.440
a Top Thought Leader by the best
practice institute and a worldwide influencer on the

498
00:40:19.480 --> 00:40:23.000
topic of employee engagement. I'm your
host at least Cortez, so, doctor

499
00:40:23.039 --> 00:40:25.719
Bob. In this last piece that
we have together here, I wanted to

500
00:40:25.760 --> 00:40:30.199
focus it on millennials and other generations
in the workplace and what you've learned about

501
00:40:30.239 --> 00:40:35.239
how to motivate them, recognize them, engage them, etc. Sure,

502
00:40:35.320 --> 00:40:38.639
and I've heard you and other experts
say that the millennials are the largest generation

503
00:40:38.639 --> 00:40:43.440
in the workplace to day. Now
you said thirty six percent. What's the

504
00:40:43.480 --> 00:40:46.280
segmentation of the other generations in the
workplace by chance? Do you know?

505
00:40:46.719 --> 00:40:52.519
Yes? Off hand to the traditionalists
currently makeup about two percent two percent?

506
00:40:52.599 --> 00:41:00.079
Wow, Yeah, there's other those
that are sixty nine plus so beyond retirement

507
00:41:00.119 --> 00:41:05.480
for many of them, and baby
boomers make up thirty four percent. Gen

508
00:41:05.679 --> 00:41:10.239
X twenty eight percent, and Millennials
thirty six percent. And the generation after

509
00:41:10.760 --> 00:41:15.079
them, which maybe doesn't have an
official name yet, some are called Generation

510
00:41:15.239 --> 00:41:20.719
Z or a Generation V for virtual
is probably under a two percent at this

511
00:41:20.800 --> 00:41:25.039
point that they're still too young to
be in the workplace. So the millennials

512
00:41:25.280 --> 00:41:30.199
currently the largest generation, and we'll
just get stronger with each year. By

513
00:41:30.199 --> 00:41:34.800
twenty twenty, they'll make up almost
fifty percent of the workforce. By twenty

514
00:41:34.840 --> 00:41:38.880
twenty five, three out of every
four employees working will be from this generation.

515
00:41:39.400 --> 00:41:44.440
Some companies I work with now already
the sixty five percent are millennials.

516
00:41:44.440 --> 00:41:52.679
So depending on the industry, certainly
retail, hospitality, things like that,

517
00:41:52.800 --> 00:42:00.599
would be much greater percent of millennials. So as the baby boomers retire at

518
00:42:00.679 --> 00:42:07.199
roughly ten thousand a day, there's
not enough people to fill their jobs from

519
00:42:07.199 --> 00:42:10.320
the generation behind them, which was
the generation next, which was twenty million

520
00:42:10.400 --> 00:42:15.199
people less. So already there's a
gap, not even not even looking at

521
00:42:15.239 --> 00:42:19.559
the fact that we actually don't just
need people, we need people with certain

522
00:42:19.559 --> 00:42:22.559
skills. So increasingly we're going to
need to rely on this youngest generation,

523
00:42:22.800 --> 00:42:29.280
the millennials currently forty four million in
the workplace, forty six million more on

524
00:42:29.320 --> 00:42:36.880
the way. So get attracting them
to the organization, managing them in a

525
00:42:36.880 --> 00:42:40.679
way that's productive for both parties,
the organization as well as them, and

526
00:42:40.719 --> 00:42:45.320
then holding on to them are all
huge challenges. The average ten year of

527
00:42:45.400 --> 00:42:52.400
millennial right now is one point eight
years, and it's dropping, so it's

528
00:42:52.400 --> 00:42:55.400
for companies that don't have a plan
for this, it'll be like a revolving

529
00:42:55.800 --> 00:43:02.559
turnover door that human resources have to
spend all their time just trying to get

530
00:43:02.559 --> 00:43:07.920
people in, not just to have
them leave. Seventy six percent of the

531
00:43:07.039 --> 00:43:14.480
current generation that's currently in jobs say
they're planning to find a new job as

532
00:43:14.559 --> 00:43:19.760
economy further improves. For the typically
millennial, they're already looking for a new

533
00:43:19.880 --> 00:43:22.960
job the first day they start.
They've got their resume out there and they

534
00:43:22.960 --> 00:43:27.440
get pained to someone views it.
So it's an important topics to well,

535
00:43:27.480 --> 00:43:31.519
what are they looking for and is
that different from previous generations? And yes

536
00:43:31.559 --> 00:43:36.480
it is, and why I was
so excited about being on your show the

537
00:43:36.599 --> 00:43:42.440
least is that the top thing that
this generation is looking for is a sense

538
00:43:42.480 --> 00:43:46.119
of purpose in the person they work
for. Yeah, sixte percent, And

539
00:43:46.679 --> 00:43:50.679
it goes beyond that in terms of
purposes of how I've seen in the book

540
00:43:50.920 --> 00:43:54.280
of my waking hours. But sixty
one percent are actively worried about the world.

541
00:43:54.960 --> 00:43:59.480
Seventy two percent want to make a
direct social impact, which you can

542
00:43:59.480 --> 00:44:05.360
do that to the job ideally.
Eighty one percent donate to multiple charities and

543
00:44:06.159 --> 00:44:09.920
what often gets lost in the mix
is that money isn't a top motivator this

544
00:44:10.000 --> 00:44:15.039
group eighty eight percent, so they
don't. They don't feel it's their top

545
00:44:15.480 --> 00:44:19.400
motivator. And seventy eight percent say
they're willing to work for less if they're

546
00:44:19.480 --> 00:44:22.079
challenged, if they're working for a
place they really believe, and if they're

547
00:44:22.159 --> 00:44:24.239
learning, if they're growing, if
they're having fun, if they like their

548
00:44:24.239 --> 00:44:31.119
peer group, they like their boss, they feel valued, they will be

549
00:44:31.239 --> 00:44:35.760
very happy, very productive, and
stay with the organization for a long time.

550
00:44:36.199 --> 00:44:38.119
So if that's not the type of
the work environment that people have,

551
00:44:38.280 --> 00:44:42.159
or if they have this high turnover, they got to do something about it.

552
00:44:42.239 --> 00:44:45.480
And one of the things they got
to do comes back to purpose.

553
00:44:45.039 --> 00:44:49.400
How do we better and steal the
sense of purpose? And it may be

554
00:44:49.599 --> 00:44:54.199
like the container store doing skits at
an orientation. I know a company,

555
00:44:54.320 --> 00:44:59.719
Talent Plus out of the Lincoln,
Nebraska where they their orientation, they have

556
00:44:59.840 --> 00:45:06.119
a scavenger hunt. Scavenger hunt,
so they don't bring people together and go

557
00:45:06.199 --> 00:45:09.320
over policies and have them read boring
stuff and I'll check back and see if

558
00:45:09.320 --> 00:45:15.880
there's any questions. They assign everyone
an orientation. Here's seven people at work

559
00:45:15.920 --> 00:45:19.559
in our company at different levels of
different different parts of the organization. Take

560
00:45:19.599 --> 00:45:21.719
the next hour ago, find those
people, find out what they're doing,

561
00:45:21.800 --> 00:45:24.239
come back and tell us what you
learned, and they get go. They're

562
00:45:24.239 --> 00:45:29.880
linking them to people they are doing
the job the mission of the organization and

563
00:45:30.239 --> 00:45:32.440
starting to build that knowledge within the
person that just walked in the door.

564
00:45:35.320 --> 00:45:38.480
And at the end of that,
at the end of the orientation, they

565
00:45:38.480 --> 00:45:45.639
assign every millennial to a baby boomer, So they have a buddy system that

566
00:45:45.719 --> 00:45:49.199
they get together and they have a
mentor in the mentory, and they get

567
00:45:49.239 --> 00:45:54.079
together and they devise their own work
contract where it ends up being something like,

568
00:45:54.159 --> 00:45:59.519
all, okay, I'll teach you
how to text and how to fix

569
00:46:00.760 --> 00:46:04.360
email problems on your computer, and
you're going to teach me how to get

570
00:46:04.400 --> 00:46:07.800
something through purchasing. We got a
deal. So there's not makeup work.

571
00:46:07.880 --> 00:46:13.360
It's not just hanging out with someone
from a different generation. It's actively learning

572
00:46:13.400 --> 00:46:15.480
from each other. If you do
that, there's not going to be a

573
00:46:15.559 --> 00:46:21.440
wall between them and other generations or
between them and other function of the organization.

574
00:46:21.880 --> 00:46:25.039
It's going to be we're all on
the same team, and when something

575
00:46:25.079 --> 00:46:28.440
comes up we're going to talk with
them when we're not going to talk about

576
00:46:28.480 --> 00:46:31.360
them. We're gonna talk with them
face to face, and those type of

577
00:46:31.400 --> 00:46:37.519
things that eventually that will will change
the environment where now it feels like it's

578
00:46:37.559 --> 00:46:42.760
one team. It's not. It's
not people blaming others. It's not sales

579
00:46:42.840 --> 00:46:47.559
versus manufacturing, or headquarters against the
field. It's we're all on the same

580
00:46:47.599 --> 00:46:52.079
team. And there's lots of things. There's lots of things that you can

581
00:46:52.119 --> 00:46:57.760
do to instill that again, that
purpose in the organizations. Give you another

582
00:46:58.199 --> 00:47:02.880
Dallas example here, I'm in your
court and Cash America is headquartered in Dallas

583
00:47:02.960 --> 00:47:07.840
and they have pawn shops across the
country. Well, every person that works

584
00:47:07.840 --> 00:47:13.320
for Cash America, whether it's a
receptionist at the front desk up to the

585
00:47:13.360 --> 00:47:19.559
CEO, spends four hours each week
working inside a pawn shop one of their

586
00:47:19.599 --> 00:47:22.800
pawn shops, dealing directly with the
customers. And as they do that,

587
00:47:23.199 --> 00:47:27.119
all of a sudden, they will
become of faithless people, becomes real people.

588
00:47:27.559 --> 00:47:30.119
And in that business, they find
out that people that pawn stuff more

589
00:47:30.159 --> 00:47:34.639
times than not, they want to
get the stuff back. They just need

590
00:47:34.719 --> 00:47:37.920
some money now, and so they
hope that you're gonna have their stuff next

591
00:47:37.960 --> 00:47:40.239
week when they get some money,
they can they can get back their grandmother's

592
00:47:42.119 --> 00:47:45.800
jewelry or whatever it might be.
And it's a it's a relationship. It's

593
00:47:45.840 --> 00:47:51.480
a relationship. And by knowing those
people and knowing their concerns and and what's

594
00:47:51.519 --> 00:47:54.320
important to them, then they can
help speak to that relationship and act in

595
00:47:54.360 --> 00:48:00.119
a way that has integrity, that
values their things that they're pawning to make

596
00:48:00.239 --> 00:48:05.280
their life a lookle easier this week. As it sounds, it may sounds

597
00:48:05.599 --> 00:48:09.840
sounds silly, but everyone in the
organization has empathy for those people they're pawning

598
00:48:09.920 --> 00:48:14.239
stuff. And they have it because
they spend time with them face to face

599
00:48:14.840 --> 00:48:20.039
on a weekly basis, not once
one time, not on a daily basis,

600
00:48:20.440 --> 00:48:23.840
and that helps to make the mission
of their organization strong, in the

601
00:48:23.880 --> 00:48:30.360
bond with their employees, especially the
younger employees, strong and clear. A

602
00:48:30.360 --> 00:48:34.360
couple of things really quick that I
just want to reiterate what you said there.

603
00:48:34.519 --> 00:48:37.480
I love the idea of the scavenger
hunt. That's a brilliant idea.

604
00:48:37.480 --> 00:48:39.880
I've never heard of that before,
but that sounds amazing. That conversation that

605
00:48:39.920 --> 00:48:46.559
you're having about pairing a Edgin a
Millennia boomer, a boomer. Yeah.

606
00:48:46.719 --> 00:48:51.320
I did a radio show two years
ago with a guest that talked about that.

607
00:48:51.559 --> 00:48:54.239
She called it reverse mentoring, but
the same thing they were both exchanging,

608
00:48:54.360 --> 00:48:58.440
and I thought that was just a
brilliant idea. And I think that's

609
00:48:58.480 --> 00:49:01.199
so such a great way for Panis
to build their cultures. And then that

610
00:49:01.320 --> 00:49:07.280
last thing, those people that are
newer or younger, yes, exactly,

611
00:49:07.400 --> 00:49:10.280
not a one way street, but
a two way street exactly. And then

612
00:49:10.360 --> 00:49:15.559
that notion of having people really walk
the walk them walk the talk if you

613
00:49:15.599 --> 00:49:20.559
will be in the seat of what
the company does in terms of cash America,

614
00:49:20.639 --> 00:49:24.039
that's also brilliant. Just wanted to
recognize what you said and say it

615
00:49:24.079 --> 00:49:28.679
again for our for our listeners,
and actually come full circle because I started

616
00:49:28.679 --> 00:49:36.400
with mentioning Disney at at the theme
parks. At Disney, every year they

617
00:49:36.519 --> 00:49:42.239
close the theme park and they invite
everyone that works there, they call them

618
00:49:42.320 --> 00:49:46.800
cast members, to come experience the
theme park as a guest and bring their

619
00:49:46.880 --> 00:49:53.519
family and their friends to remind them
what it means to be our guest,

620
00:49:54.159 --> 00:49:59.920
and they have all the managers on
those days run the rides serves the concept

621
00:50:00.400 --> 00:50:05.639
where the outfits and and just like
that, they make an overall point that

622
00:50:06.119 --> 00:50:08.679
we're all in it together. No
one's more important than someone else. We're

623
00:50:08.760 --> 00:50:15.320
all here to make this the happiest
place on earth, to be dedicated to

624
00:50:15.440 --> 00:50:21.519
the the guests coming in the doorway. And however you you, whever you

625
00:50:21.599 --> 00:50:23.599
need to do in your job to
make that a reality, we want you

626
00:50:23.679 --> 00:50:27.920
to do. And then people internalize
that what does that mean their job?

627
00:50:28.039 --> 00:50:32.880
So you take a job that most
peop would consider a you know, a

628
00:50:34.280 --> 00:50:38.000
low pers in the totem pool,
someone's picking up trash and on a theme

629
00:50:38.079 --> 00:50:45.239
park. Actually that's that's considered the
most important job at at Disneyland, the

630
00:50:45.360 --> 00:50:50.599
person that's picking up paper and garbage. Why because that person will be asked

631
00:50:50.679 --> 00:50:54.159
more questions than anyone else on the
Disney staff. So it's very important.

632
00:50:54.199 --> 00:51:00.519
Now they handled us questions. You
could imagine the family that's just you know,

633
00:51:00.760 --> 00:51:04.320
booked the vacation from Ohio and uh, you know, it's saved for

634
00:51:04.400 --> 00:51:07.400
two years to come here, and
now they're in Anaheim and it's, by

635
00:51:07.440 --> 00:51:10.400
the way, it's hotter than they
thought it would be, and everything's much

636
00:51:10.440 --> 00:51:15.199
more expensive. Than they thought.
And now they're you know, the their

637
00:51:15.599 --> 00:51:20.519
six year old daughter wants to know
where where Mickey is and and they asked

638
00:51:20.639 --> 00:51:23.039
the person pick him in trash.
Imagine if the person said, how the

639
00:51:23.079 --> 00:51:27.679
hell should I know where he is? I just work here. I don't

640
00:51:27.679 --> 00:51:30.159
have that conversation would go. Kids
were going to the car, we're asking

641
00:51:30.199 --> 00:51:34.880
here, and you know they're going
to get a stern letter I want to

642
00:51:35.000 --> 00:51:38.159
refund. And instead, what does
that that kid do? His sixteen year

643
00:51:38.159 --> 00:51:43.159
old kid and goes down to one
knee, looks the girl in the I

644
00:51:43.360 --> 00:51:45.400
say, have you have you ever
met Mickey before? Oh? You're you

645
00:51:45.440 --> 00:51:47.440
gonna believe it. Let me take
you over to his house. And they

646
00:51:47.519 --> 00:51:51.880
personally walk him over that part.
And then the parents are going nuts.

647
00:51:52.159 --> 00:51:54.000
Next time we're coming, We're coming
back next year, We're bringing the grandparents.

648
00:51:54.039 --> 00:51:58.159
You know, they're already playing the
next vacation because he was so incredible,

649
00:51:58.280 --> 00:52:02.639
because the whole vacation came down to
a five second interaction and uh,

650
00:52:04.119 --> 00:52:07.800
you know that's that's making the magic
happen there. And if you do that

651
00:52:07.920 --> 00:52:10.280
to people, not not a brochure, not an announcement, not an ad

652
00:52:13.079 --> 00:52:15.760
I get that you know, we're
so close to being out of time.

653
00:52:15.760 --> 00:52:17.280
I already tod Bob, and I
want to get one more question on millennials

654
00:52:17.320 --> 00:52:22.559
and how do they want to be
recognized? Well, actually, h that's

655
00:52:22.599 --> 00:52:28.519
a great question, and one of
the defining characteristics of this generation is they

656
00:52:28.599 --> 00:52:34.440
expect to be recognized every day,
not once the week, now once a

657
00:52:34.480 --> 00:52:37.679
month, not at the end of
the year to performs review, but every

658
00:52:37.800 --> 00:52:40.679
day. Drives a baby boomers nuts
because they got their own job to do

659
00:52:40.800 --> 00:52:45.840
and they don't have Philly have time. So that's the rub right there.

660
00:52:45.000 --> 00:52:50.079
And it sounds like an almost impossible
thing unless you realize that it doesn't have

661
00:52:50.159 --> 00:52:52.639
to be the man you recognize them
every day. It could be a co

662
00:52:52.800 --> 00:52:54.119
worker, it could be someone from
upper management, it could be a way

663
00:52:54.199 --> 00:53:00.960
that we found for the customer to
give feedback to the person. So it

664
00:53:00.440 --> 00:53:05.559
don't all fall to one person,
but every every day something and they so,

665
00:53:06.079 --> 00:53:08.880
as we know from recognition in general, then the best recognition is face

666
00:53:09.000 --> 00:53:15.800
to face personal recognition. In fact, from my research, when I looked

667
00:53:15.800 --> 00:53:19.400
at how incentives that people want to
how they want to be motivated, at

668
00:53:19.480 --> 00:53:22.079
four categories of praise that came out
and initially I thought, well, you

669
00:53:22.119 --> 00:53:30.320
know it was a personal praise,
written praise, public praise, electronic praise.

670
00:53:30.360 --> 00:53:31.559
I go, well, yeah,
how can they be four categories?

671
00:53:31.599 --> 00:53:35.599
This is all one praise is praise
and as one category. And what I

672
00:53:35.719 --> 00:53:38.039
learned is that, well, no, actually each of those are different.

673
00:53:38.719 --> 00:53:43.239
And think about it means something different
when someone thanks us to our face,

674
00:53:43.320 --> 00:53:45.719
and if we got a note with
the thanks that we can put on our

675
00:53:45.800 --> 00:53:50.480
board or share with someone at home. So on each of those, it's

676
00:53:50.480 --> 00:53:53.159
like a different cylinder of a car. You got to be firing on each

677
00:53:53.199 --> 00:54:00.199
of them. So I'm convinced that
the most powerful and important forms of recognition

678
00:54:00.239 --> 00:54:04.280
are all things that don't cost money. Great, and it starts with how

679
00:54:04.360 --> 00:54:07.440
big the budget is, They're already
on the wrong track. It's what are

680
00:54:07.480 --> 00:54:10.639
the touch points? How can we
ask people for ideas? What ideas they

681
00:54:10.679 --> 00:54:14.079
have? How can we give them
the ability to be a part of a

682
00:54:14.159 --> 00:54:19.880
decision that's made. How how can
we have communication be two way? That's

683
00:54:20.079 --> 00:54:23.760
that's the line's share. That's the
foundation of a strong recognition culture. It's

684
00:54:23.760 --> 00:54:28.920
not it's not do we have gift
cards and what are they worth? That's

685
00:54:28.960 --> 00:54:32.239
the afterthought, that's you know,
it's it's got to start with the behavior.

686
00:54:34.199 --> 00:54:38.559
M great and say fifteen seconds start
to Bob, what would you allow

687
00:54:38.559 --> 00:54:45.039
to leave the listeners with. Well, everything we've talked about, I feel

688
00:54:45.159 --> 00:54:50.199
is just so essential, as I'm
so value you're you're doing this program to

689
00:54:50.280 --> 00:54:53.880
keep the focus on mission and purpose, and as we've indicated, recognitions a

690
00:54:54.719 --> 00:55:00.280
huge part of that. So I
guess I would say that I'll the things

691
00:55:00.280 --> 00:55:05.960
we talked about are are simple,
almost common sense. But Voltaire Tare and

692
00:55:06.440 --> 00:55:10.840
the sixteen hundreds said made the observation
that common sense off isn't common practice.

693
00:55:12.400 --> 00:55:15.880
But do you know this information?
And you because you might have been listening

694
00:55:15.880 --> 00:55:19.119
to this and nod your head and
that, yeah, you knew that.

695
00:55:19.760 --> 00:55:22.760
The more important question is are you
doing it? Are you showing it in

696
00:55:22.880 --> 00:55:28.840
your own relationships at work or with
your spouse, or with your kids,

697
00:55:29.000 --> 00:55:32.760
or with your boss, or with
your neighbors. That's you have the everyone

698
00:55:32.840 --> 00:55:38.079
listening has the power to bring this
out. Okay, talked about I'm going

699
00:55:38.159 --> 00:55:40.360
to stop you real quick. I
gotta take to make sure we don't run

700
00:55:40.360 --> 00:55:43.519
out of time. To him to
your website. Sorry, thank you so

701
00:55:43.639 --> 00:55:45.920
much for being on the show,
and I want to make sure listeners know

702
00:55:45.000 --> 00:55:50.480
how to find you. Website is
doctor Bob Nelson dot com. If you

703
00:55:50.519 --> 00:55:52.440
want to look at his books or
look at him for speaking, any of

704
00:55:52.480 --> 00:55:57.159
those places, that's that's the place
to find him. Next week we'll be

705
00:55:57.239 --> 00:56:00.960
on there with Abaje Nascar talking about
one of his latest books called The Art

706
00:56:01.000 --> 00:56:05.639
of Neuroscience In Everything see you then, remember that work is at least one

707
00:56:05.639 --> 00:56:15.199
third to our lives, So let's
work on purpose. We hope you've enjoyed

708
00:56:15.280 --> 00:56:19.159
this week's program. Be sure to
tune into Working on Purpose, featuring your

709
00:56:19.199 --> 00:56:23.440
host Alice Cortez, every Wednesday at
six pm Eastern Time three pm Pacific time

710
00:56:23.480 --> 00:56:29.400
on the Voice America Empowerment Channel.
This week, find your life's purpose at work