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 Cortes. 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 Cortes. 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 Cortes, 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
organization do the same for their employees.

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

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the conversation, and I often draw
on the meeting 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 lifetime

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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 acaloids 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
are you coming from you today? California?

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Yes, Bob, oh? From
where? San Diego? San Diego?

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

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

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much as I can out of you
in the short time we have together.

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

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given, the Guru Doctor of thank
You. That is so great. Obviously

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

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

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field? Why employee motivation and recognition? Well, I guess, as John

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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

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

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interested in the power of recognition.
I worked with doctor Ken Blanchard who wrote

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

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

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critical of those is the praising part. And so sat the power of reinforcement

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

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proven principle of driving desired performance.
Desire behavior performance is you get what you

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reward, what you notice, what
you inspect to get more of from in

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any relationship in your life. I
had the idea of doing a resource that

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helped them show people what that what
that looked like specifically, and that was

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the book I did, A thousand
one Ways to Reward Employees that just went

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into fifty second printing. I'm pleased
to say, has sold over two million

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copies just in the US. So
it that was kind of the uh,

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one thing led to another and then
started speaking on the topic. And then

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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
is writing the same book over and over,

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you know, kind of kind of
and I kind of think that's true.

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I'm looking at different angles to make
the connection for people to see this

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this topic and the things I've seen
from my research and my own life experience

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that really does work so and for
you know, and a key part of

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

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the largest generation in the work of
course now is the millennial generation, which

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has currently thirty six percent of all
employees are from that generation and on top

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of the list as to what is
important to them. Study shows sixty one

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

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

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they're doing, which is my Bailey
Wick. So it's we got two anchors

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on a very important aspects to help
drive what's currently the largest population in the

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workforce. Well, obviously her purpose
is very important to me too, which

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

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with it for many years as well. I didn't know that about one that

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thirty six percent of the workplace is
millennials, and I didn't know that that

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was their one of their principal drives
or maybe their principal driver. That's fascinating.

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I'm interested to hear from you,
doctor Bob, about what you've learned

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and observed about companies that address purpose
and what are they what are they doing

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and how how are they actually keeping
a purpose alive for their employees. Well,

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that's a that's a wonderful question.
It's one I'm very passionate about.

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I find that there's a big divide
between everyone says it's important and everyone has

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Every company has a purpose statement,
a mission, statement, a vision statement,

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and those that actually show it's important
are a little bit harder to find.

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So it's often you know, in
the boardroom it's an annual report,

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and the putting it into practice and
into the daily hands of the people in

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

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

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

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

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

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I've worked with several thousand organizations at
this point, So I'll give you one

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

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Disney Corporation. And you take like
the Orlando facility, largest single site employer

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on the globe, sixty two thousand
employees, and everything they do speaks to

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their purpose of creating the happiest place
on Earth, and from everything they do

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reinforces that from who they interview and
how they interview. So even in an

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interview, and I've I've actually seen
you know, first time interviews of some

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coming in to work for Disney and
they're talking to someone and from the get

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

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here where it's the show and they
and they talk about what that looks like

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

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

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lobby and and and they get up
to leave, and the and the person

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being interviewed leaves a paper cup at
the table, you know that they had

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brought in and they and the interviewer
tread said purpose of the show. I

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remember we got you leave the space
in the showing facilities. So everything,

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everything we do, everything we say, how we look, is all about

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the show. And so it's it's
it's driven deep into their culture from the

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first interaction. And they when it
comes to leaders, which is an important

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aspect of driving mission and purpose,
they hire for that, they trained for

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that, they evaluate them for that, and if they have some problem doing

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it, then they they talk to
them and say, you know, maybe

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you missed part of the thing that's
important here, and we send it back

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to the training again. And if
they say, if you're a leader for

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us. They set up the bar
higher, and I don't care where you

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were before. If you're if you're
a leader for Disney, here's our expectations.

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We expect you to talk about with
your employe's vision, the vision of

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the organization and their vision within the
organization. We expect you to be a

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cheerleader to catch them doing things right. We expect. These are our expectations.

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They're not negotiable. So and like
I said, if they if they

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don't. If someone does that and
then they find that they're yelling at people

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wherever it might be, they have
a talk and say, you know that's

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not acceptable. We got to put
you do the training again. And if

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they still find that they're not they're
not doing the things that they know are

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important to their success, they have
a different time. They say, you

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know, you're a good person.
Everyone's not meant to be a manager.

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This finds something else for you to
do, because they're not going to have

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you muck up what we've worked so
hard on. Because the first person that

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managed you twenty years ago did it
by yelling at you. That's not gonna

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be acceptable. And so it goes. So they worked hard to shape the

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culture and the focus, and then
they all protect it, not just leadership,

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not just management, but everyone protects
that everyone is focused on the same

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thing, and then you have a
much stronger bond to mission and you're going

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to be the one hundred times more
likely to achieve the mission if everyone's pulling

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together. So I'll time to acquire
on that, because you've already meshed in

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

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common sense and what could be harder, you know, just tell them this

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is what we're trying to do,
and everyone got it and run with it.

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It's like, well, it usually
takes more than that. I remember

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long years ago hearing the CEO of
General Electric speak and someone asked them how

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to a company as large as as
General Electric, how do you get everyone

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moving in the same direction? And
he said this is jess that He said,

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well, I'll tell you how.
You don't do it. You don't

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announce we're going to be an ISO
nine thousand company and then go in your

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office for six months and then come
out and say, how's that ISO nine

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thousand thing coming? Because it's not
coming anywhere. It's not happening. He

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goes, you have to ride the
get on the horse and ride the horse

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and leave the charge. If there's
a mission that's sacred to your organization,

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the leadership, the top leader has
got to be all about that and instilled

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in their leaders to be all about
it and have that passed down so that

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everyone's all about the mission. And
it can't be left to the strategy people

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or to the HR. It's got
to be in all of our blood,

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all of our daily focus. Yeah. And what I'm also getting from that,

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Bob, and you know, you're
given such a great example with Disney,

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and that's such a great way to
make this come alive for our listeners.

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But what I'm also hearing you say
is that there is it's true for

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everyone they get the mission. But
I hear you talking about the way they

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thread it through everything that they do, the interconnectivity of that message and the

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behaviors that reinforce. That is also
what I heard you heard you talk about,

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and that it's very intentional, very
purposeful, that they've got a system

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to be able to look for that. Is that all true? Is that

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what you're saying true? It can't
I'm saying that you can't manage it by

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announcement. You can't say, Okay, this is important, don't forget the

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customer and then expect that's going to
magically happen. You've got to have that

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dedicated focus and keep hammering and to
the point where you're sick of hearing about

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it. There they're finally getting it
for the first time. So you've got

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there's got to be repetition. There's
got to be reinforcement on strategies, on

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systems, on certainly unrecognizing. You
get the things that you recognize, So

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what are we doing to recognize mission? What do we you know? For

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example, I work for a law
with a lot of hospitals. Everyone that's

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working in the hospital want to be
part of a carrying profession. They want

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to help save lives and serve humanity. And yet somehow, more times than

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not, they're up to the eyeballs
with Medicare forms and they're dealing with irate

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you know, patients and families that
are frustrated and and and their their life

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seems like anything but the joy of
caring. So for a hospital, you've

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got to have a big focus on
making 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 to

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do something to bring them back.
And that's maybe to talk about the successes

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we've had with our patients to have
have you know a lot of hospitals that

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were founded by the nuns. The
nuns have a special place to make sure

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that people are treated in the humane
way, and they can they can insert

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themselves anywhere to remind everyone on the
mission of why the organization was created.

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And that's a that's a very good
thing. Or maybe I have an umbuds

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person to take on issues where things
aren't we seem distracted from our goals and

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so there's there's a process in there, and it's all become very if organization

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has become very efficient and just on
making money, and more times than not,

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the mission gets left behind because there's
an opportunity we can make more money.

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Does it fit with our mission?
Who cares? Look at the profit

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profit margin on this thing? And
then suddenly you're doing something that's that's going

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sideways and and right behind that is
going is perhaps an unethical decision? Uh,

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And then all of a sudden,
welcome to Volkswagen cheating on an emissions

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Welcome to you know, a restaurant
having e coali because they were cutting corners

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and on speed, you know,
and on and on. It's sort of

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what makes for a poor organization,
one that's loses its way. Welcome to

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Wells Fargo have suddenly creating customer accounts, you know, so that people could

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make their individual goals because they were
forced on them by management to say,

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we need to have everyone where we've
got to create more accounts. And somehow

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between that announcement and then leaving it
to individual initiative, people started just making

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new accounts with the current existing customers
and not telling them and then going back

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and closing accounts so they get credit
for creating accounts. Well, you know,

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and then suddenly, you know,
there's it's the last week that it

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looks like their announcer to be fined
a billion dollars for that practice. Yes,

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it's like, well, that's that's
a loss of mission focus. There's

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somewhere in the mix. And I'm
sure the person that said we've got to

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open more accounts, that's how we
get more money that we can do more

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of the things that we do to
help make the world great, so we

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can do more loans I'm sure you
had the best intentions, but somewhere between

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that and getting down to evaluating people
the performance they did, did you open

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up you know X number of accounts? Okay, you don't get you don't

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get ranked to five. You get
ranked at four or three or two or

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one. And now you're get ranked
that for two periods and it's going to

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we're gonna doctor pay or whatever.
The systems are out of alignment with the

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mission. Well, and on that
note, I want to talk more about

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that, doctor Bob, but let's
take a quick break. I'm your host

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at least cos we've been on the
air with doctor Bob Nelson, who is

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

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00:16:49.200 --> 00:16:53.200
of Nelson Motivation, Inc. A
management training and consulting company that specializes in

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helping organizations improve their management practices,
programs, and systems. We've been talking

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a bit about purpose and how it's
used or not used well in organizations.

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After the record, to talk about
recognition, stay with us, we'll be

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00:17:06.599 --> 00:17:17.079
right back. Follow us on Twitter
at Voice America TRN. Get the low

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down on guests, you shows,
and your favorites. That's Voice America CRN.

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by visiting Voice America dot com Forward
Slash Live Events. Lalis Cortes is a

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speaker and engagement and development catalyst.
She designs and delivers professional development, leadership

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and engagement workshops and can bring her
expertise to your organization. She will help

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ignite meaningful development within your workforce that
will increase employee engagement, performance and retention.

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To learn more or to invite Elise
to speak to your organization, please

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visit her at www dot Elisecortes dot
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else. Visit Voice America dot tv
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Elise Cortes. To reach our program
today, please call in to one triple

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You may also send an email to Aleise

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A. L i se at elise
Fortes dot com. Now back to working

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00:20:03.480 --> 00:20:10.359
on Purpose. Thanks for staying with
us, and welcome back to working on

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00:20:10.400 --> 00:20:12.279
purpose if you're just joining us.
My guest is doctor Bob Nelson, who

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was president of Nelson Motivation and Management, training and consulting company that specializes in

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helping organizations improve their management practices,
programs, and systems. He serves as

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00:20:22.480 --> 00:20:26.160
an executive strategist for HR issues and
has worked with eighty percent of the Fortune

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00:20:26.200 --> 00:20:30.519
five hundred. He has been named
a top thought leader by the Best Practices

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00:20:30.519 --> 00:20:33.599
Institute and a worldwide influencer on the
topic of employee engagement. We've been talking

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a bit about purpose and I want
to have one more question about that before

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we get into the next piece of
what I wanted to get to. But

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before we broke, doctor Bob,
you were talking about some examples of how

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organizations lost their way, meaning they
lost their connection to the mission, and

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that reminded me of what you'd said
before about if purpose is not easy to

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see within the work environment, it's
important to have a strong connection to your

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boss, and it just made me
think I wanted to ask you that question

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as well. Can you see more
about that. Yes, absolutely, and

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in fact, the person's manager direct
manager is the gateway to the rest of

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the organization. Whatever the organization represents
to the employee is reflected to the relationship

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they have with their immediate manager.
So you know, the saying goes that

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you go to work for a great
company and you always leave a bad boss.

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And everyone starts a job with the
hopes that's going to work out well,

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and everyone that's hired is the employee
has the same expectation. Somewhere along

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the way it gets becomes a disconnect, and that's often if the manager doesn't

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take the employee relationship seriously and do
the things that reinforce a long term relationship,

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then will it will erode. So
take take an example. You know,

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when someone makes a mistake, and
everyone makes mistakes for a law managers

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there, they're quick to jump all
over that and to embarrass the person and

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embarrass them in front of their peers, maybe take the assignment back and do

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it themselves. All that's showing that
they don't trust the person, and then

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through the behaviors, so the employee
will come to feel that they're not trusted

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and not value they're not a part
of things that maybe they've been embarrassed.

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And actually, with a lot today's
employees, though they'll uh mentioned the millennials

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earlier, they'll they'll quit on the
spot that they're not willing to work for

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some like that. If you can't
show in your interactions that have a long

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term concern that goes beyond the item
at hand, then that's not someone I

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could work for. Interesting. Yeah, I'm really appreciating the millennial. We've

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been here too, and I do
want to talk more about that a little

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bit later. But related to that, what's also in there that you mentioned

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here is the recognition piece. And
one of the things I found interesting is

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that you say that recognition has proven
to be the highest driver of engagement.

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I find that really fascinating, and
I want to understand how we know that?

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Is that via surveys, feedback research? How do we know that recognition

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is the biggest driver? Yes,
well, that that has come from a

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

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that was done with three million employees, and it came out of a statistical

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analysis that recognition represented fifty six percent
of the of the variance on engagement.

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So it's the most important topic of
all the things that lead to have an

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engaged employee. So all that tends
to come from you know, all motivation

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issues are really an internal construct.
There what's going on in someone's own mind

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about things. So usually the way
that that's most determined is through asking them

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to survey mechanism and with correlations to
the end end goal. That has come

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up to be critical by by and
in many studies. Robert Haff International a

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few years ago that they found that
the number one this is a large stashing

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firm at all levels. They found
the number one leading reason why people quit

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jobs as they don't feel they get
limited recognition for the job they were hired

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to do, so that actually ranked
higher than compensation. So it's it's saying

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that whereas money is important to people, there's other things that are often as

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important, sometimes even more important.
Th recognition happens to be one of those.

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I certainly know that from the research
I've been doing over the last fifteen

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years and the fifteen modes of engagement
that I found, I really get that.

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And then another thing that I wanted
to dig deeper into further, Doctor

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Bob around recognition. I have to
believe that as the workplace has changed.

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You mentioned the generational makeup, and
certainly what we tend to focus on these

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days has changed over time. So
I'm interested if you could speak to how

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recognition practices have changed over maybe the
last twenty or thirty years. It's gotten

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much harder. I like that it's
a common sense notion, But the speed

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of business has increased, the complexity
has increased, the amount of change has

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increased. You know. John Nesbitt, in his nineteen eighty two book Mega

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Trends identifind one of the major trends
in our society is that the more high

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tech we become, the more high
touch we need to similate that technology.

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Or we're definitely in the high tech
time now, and the more people are

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00:26:00.440 --> 00:26:06.839
dealing with technology and the average person
touches their cell phone over twelve hundred times

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00:26:06.880 --> 00:26:12.799
a day, the more that we're
glued to social media and electronics and screens,

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the less human element is that we're
involved with. And as that happens,

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then essentially the greater the craving that
we all have for the human element,

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and if we're not getting it,
then we feel something's missing. And

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again that leads back to purpose.
If you don't, if you're working in

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an environment where it feels very sterile, and you don't know your boss who's

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in a different location or a different
time zone, and you don't feel connected

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00:26:41.920 --> 00:26:47.279
to your peers, and you don't
feel tied to the mission of the organization,

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00:26:47.920 --> 00:26:49.559
then what the heck am I working
here for? You know, well,

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00:26:49.599 --> 00:26:52.880
if they pay well, is that
I might carry the day for a

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00:26:52.920 --> 00:26:57.160
while, kind of like combat pay
lousy place to work, but they pay

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00:26:57.160 --> 00:27:00.960
you pretty good. But even even
with that, at some point, even

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00:27:02.000 --> 00:27:07.279
that's not enough that people will quit
a bad job because they don't have meaning

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00:27:07.319 --> 00:27:12.559
in it. Meaning is determined to
the touch points, the personal relationships,

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the recognition, the tie to the
mission. If if we need to have

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00:27:18.960 --> 00:27:23.759
every employee that fills the mission and
owns it as their own, so they

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are they are systematically acting from that
perspective in their daily interaction, their daily

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00:27:30.440 --> 00:27:37.640
decision. Give you example, I
was up at a home depots. I'm

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probably shopped there every weekend for stuff, and uh, you know I I'm

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00:27:41.599 --> 00:27:47.799
not trip. Recently, I overheard
these two two employees speaking. One was

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00:27:48.119 --> 00:27:52.160
obviously the supervisor. It was a
was a new hire and the supervisors,

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00:27:52.319 --> 00:27:57.400
uh, pointing up to the high
shelves and there's one allegacy. See that's

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00:27:57.400 --> 00:28:03.400
stuff up there. You see where
that is, And the new employee is,

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00:28:03.799 --> 00:28:07.880
I can't quite make it out.
Looks like sliding doors and screens,

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00:28:07.920 --> 00:28:11.240
and no, that's not what it
is at all. That's our paycheck.

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00:28:11.880 --> 00:28:14.400
We need to move that down on
the floor so it moves out of the

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00:28:15.079 --> 00:28:19.240
door, so you and I get
paid. So everything we do is facilitating

348
00:28:19.240 --> 00:28:23.079
that, And that's why we want
to be helpful to everyone that walks in

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the door. What they're what they're
looking for, What projects are they doing,

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00:28:29.000 --> 00:28:30.279
so we can help them do a
better job. Yes, we can

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give them the best price in the
part they're looking for, but maybe we

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00:28:33.440 --> 00:28:40.920
can help them even more than that. We can take a convert a ten

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00:28:41.000 --> 00:28:45.079
dollars request to a three hundred dollars
request because we just convinced them they can

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00:28:45.160 --> 00:28:49.119
save money by cutting their own towels
and laying their own kitchen floor. And

355
00:28:49.160 --> 00:28:52.680
we've got classes on the weekend they
could attend for free to learn how to

356
00:28:52.720 --> 00:28:57.720
do that. That's someone that's that's
closer to the mission of the organization and

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00:28:57.839 --> 00:29:03.920
helping and serving the customer in the
way that's also profitable to the organization as

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00:29:03.920 --> 00:29:08.839
well. What I also like about
that, doctor Bob, is I appreciate

359
00:29:08.920 --> 00:29:14.880
that just the way that one person
gave their filter, if you will,

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00:29:14.960 --> 00:29:18.720
of how they're connected to the mission
of the organization and how they make money.

361
00:29:19.160 --> 00:29:22.599
And what I think is brilliant about
that is from a leader's advantage point

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00:29:22.680 --> 00:29:26.519
is we all get the chance to
be able to color that screen the way

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00:29:26.519 --> 00:29:29.759
that we want. That helps us
be able to inspire the people that work

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00:29:29.839 --> 00:29:32.880
with us. And you know,
there's creativity in that, and I think

365
00:29:32.880 --> 00:29:34.000
it takes well, I know,
and I know you know, it takes

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00:29:34.000 --> 00:29:40.160
intentionality to do that. And I
appreciate. Yeah, I so appreciate the

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work that you've been doing over all
these years helping organizations to do that.

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00:29:44.720 --> 00:29:48.279
And so again I'm interested in any
other examples that you can share with us

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00:29:48.279 --> 00:29:52.240
where they, you know, companies
practice recognition. Well, let me give

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00:29:52.240 --> 00:29:56.359
you another one from your own backyard. There in Dallas, there is the

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00:29:56.400 --> 00:30:00.839
Container Store, right. Yeah,
they're they're headquartered there, and I know

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00:30:00.880 --> 00:30:06.119
of them. They have they have
eight core values, uh, and they

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00:30:06.279 --> 00:30:10.480
and they're very important to their success
one of those core values, and they're

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00:30:10.559 --> 00:30:15.559
very it's very important to them that
people understand and learn the values and really

375
00:30:15.559 --> 00:30:19.039
feel them themselves and so on.
Of one of their core values is called

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00:30:19.720 --> 00:30:25.000
man in the desert, Man in
the desert, And so when they bring

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00:30:25.000 --> 00:30:26.920
it up with new employees and an
orientation, they go over the values and

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00:30:27.400 --> 00:30:30.200
man in the desert, they say, and they talk about it, and

379
00:30:30.240 --> 00:30:34.480
they say, when you come to
a man in the desert, what do

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00:30:34.599 --> 00:30:41.200
they need? Well, they probably
need water, right, so you give

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00:30:41.240 --> 00:30:44.599
them water. Do they need anything
else? Well, yeah, they probably

382
00:30:44.640 --> 00:30:48.359
need transportation, they need shelter,
right right right. Think of our customers

383
00:30:48.400 --> 00:30:52.359
as that man in the desert.
They're coming to us. They have an

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00:30:52.359 --> 00:30:59.400
initial need water, but they have
a latent need as well. And the

385
00:30:59.480 --> 00:31:03.440
more we can ourselves in their shoes, the better we can serve their needs

386
00:31:03.799 --> 00:31:07.200
and make them a recurring customer that
is with us for a longer period of

387
00:31:07.240 --> 00:31:15.039
time. That's all from making one. And then they have employees do skits

388
00:31:15.640 --> 00:31:22.200
to teach each other the importance of
that value, and so all that helps

389
00:31:22.240 --> 00:31:26.319
them to integrate it as their own
and helps them represent it as they are.

390
00:31:26.440 --> 00:31:30.640
Then in front of a customer themselves. That is a great example.

391
00:31:30.759 --> 00:31:33.839
Yes, I do know of the
Container store. They're extremely well thought of

392
00:31:33.960 --> 00:31:38.920
here in Dallas and elsewhere. Great
example. Any others you can share with

393
00:31:40.000 --> 00:31:41.480
us. I really like to be
able to give listeners a way to be

394
00:31:41.519 --> 00:31:45.839
able to make what we talk about
conceptually something they can actually practice and see

395
00:31:45.839 --> 00:31:51.400
for themselves. Sure. Absolutely,
Again, whatever business that you're in,

396
00:31:52.000 --> 00:31:56.359
you've got to love that. So
there's a company and I'm not as that

397
00:31:56.440 --> 00:32:02.759
they make ball bearings. I'm growuping
with the name, but they are all

398
00:32:02.839 --> 00:32:07.759
about all about ball bearings, and
that means they're all about gears, are

399
00:32:07.759 --> 00:32:15.440
all about machines, and they they
have made they have an art exhibit in

400
00:32:15.480 --> 00:32:20.480
their in their Company of Gears,
and they and they host it to be

401
00:32:20.680 --> 00:32:23.680
into all those things that who use
the ball bearings. And so they do

402
00:32:24.200 --> 00:32:30.839
truck rodeos and they actually host them
because everyone that works there they're making ball

403
00:32:30.839 --> 00:32:35.079
bearings, but they're they're they're focused
on those things that the ball bearings are

404
00:32:35.160 --> 00:32:37.480
used, and it takes them in
a lot of different directions and they love

405
00:32:37.519 --> 00:32:44.519
all of it because it brings them
closer to customers that also value similar things.

406
00:32:44.839 --> 00:32:47.400
Ultimately, they value ball bearings.
So it seems like at first they

407
00:32:47.519 --> 00:32:52.240
stretch, but to them it's it's
not at all that they they are.

408
00:32:52.759 --> 00:32:58.720
So they hire people that are advocates
about their cars and trucks, and that's

409
00:32:58.759 --> 00:33:02.440
who their their peeps are, you
know, and and and then and then

410
00:33:02.480 --> 00:33:08.039
they have a tribe that is all
on the same wavelength about the importance of

411
00:33:08.079 --> 00:33:12.839
those things which happened to be important
to the success of the organization. That's

412
00:33:12.839 --> 00:33:17.799
a that's another example of a company
bringing bringing the culture, uh, the

413
00:33:17.839 --> 00:33:24.000
mission clear through the culture. Another
firm I worked with, also uh uh,

414
00:33:24.279 --> 00:33:30.720
is Zappos. They're very very big
shoes on communicating. Yeah, well,

415
00:33:30.720 --> 00:33:36.480
shoes actually all over the map now, but they started initially with shoes.

416
00:33:37.240 --> 00:33:43.200
And you know, it's funny and
I'll often I'll show a clip about

417
00:33:43.200 --> 00:33:46.079
them, and I'll ask people in
my audience about their experience with Zappa.

418
00:33:46.319 --> 00:33:52.160
Who's shot there and they have this
experienced Is that good or badder? And

419
00:33:52.200 --> 00:33:54.000
everyone it was great, it wasn't
good, it was great? Well,

420
00:33:54.000 --> 00:34:00.160
what made that great? Well?
They they mailed at their cost, and

421
00:34:00.200 --> 00:34:05.000
if you don't want it, they
ship it back at their cost. Wow,

422
00:34:05.079 --> 00:34:08.199
that's that doesn't sound like a very
good business model to send people stuff

423
00:34:08.239 --> 00:34:12.280
for free and then pay to have
it return to you for free. So

424
00:34:14.840 --> 00:34:19.119
you can order a dozen pairs of
shoes and send back eleven of them,

425
00:34:19.760 --> 00:34:23.639
and wow, it seems like they
would lose money on that. And actually

426
00:34:24.159 --> 00:34:30.239
forty percent of every package they send
out on a daily basis comes back to

427
00:34:30.280 --> 00:34:34.239
them at their own cost, and
so it looks very shortsighted. This can

428
00:34:34.320 --> 00:34:37.719
be a failing business model, but
to them it's not, because they could

429
00:34:37.760 --> 00:34:42.119
care less if you buy that pair
of shoes or not. What they really

430
00:34:42.119 --> 00:34:45.760
want is to keep you as a
lifelong customer, and then they'll do that

431
00:34:45.840 --> 00:34:52.400
best if you're happy with the product
you bought, and so they make it

432
00:34:52.559 --> 00:34:58.239
very easy, very easy to for
you to be happy. So eighty seven

433
00:34:58.320 --> 00:35:05.599
percent of all their orders are done
completely electronically with no human interaction and the

434
00:35:05.679 --> 00:35:12.039
fulfillment and whatnot. And so the
remaining thirteen percent and someone has a question,

435
00:35:12.199 --> 00:35:15.239
for example, or something you know
didn't fit, or whatever it might

436
00:35:15.280 --> 00:35:20.480
be. Wherever the issue is,
they say, spend as much time as

437
00:35:20.519 --> 00:35:24.239
you need to help the person,
and there's not a clock to make sure

438
00:35:24.239 --> 00:35:29.079
they're off in thirty seconds to make
sure that they see, you know,

439
00:35:29.199 --> 00:35:32.000
twenty people in an hour or whatever
it is, take as much person for

440
00:35:32.119 --> 00:35:37.719
someone that is our customer that has
a question, help them until you've resolved

441
00:35:37.760 --> 00:35:43.280
their need. In one extreme instance, they actually have the record is one

442
00:35:43.440 --> 00:35:49.840
customer, one customer, service rep
spend eight and a half hours with one

443
00:35:49.920 --> 00:35:52.119
customer. I don't know what the
problem was with the situation was, but

444
00:35:52.159 --> 00:35:58.400
they stayed with them until it was
satisfied or obviously must have gotten into a

445
00:35:58.440 --> 00:36:02.559
lot of different directions, but they
resolve matter. And my guess is that

446
00:36:02.639 --> 00:36:07.320
customer, whoever it was, will
We'll think of them first for the rest

447
00:36:07.320 --> 00:36:12.199
of their life if they need to
purchase something. Great example, Doctor Bob

448
00:36:12.480 --> 00:36:15.400
and time for a short break already. I'm Alice Cortez, your host.

449
00:36:15.559 --> 00:36:17.159
We are on the air with doctor
Bob Nelson, who is considered the leading

450
00:36:17.199 --> 00:36:22.599
authority on employee recognition, motivation,
and engagement. He is president of Nelson

451
00:36:22.639 --> 00:36:28.480
Motivation, a management training and consulting
company that specializes in helping organizations improve their

452
00:36:28.480 --> 00:36:31.679
management practices, programs, and systems. Doctor Bob has sold five million books

453
00:36:31.679 --> 00:36:37.239
on management employee motivation, including fifteen
hundred and one Ways to reward employees,

454
00:36:37.599 --> 00:36:42.880
recognizing engaging employees for Dummies, the
one thousand and one Rewards and Recognition Field

455
00:36:42.880 --> 00:36:46.079
Book, one thousand and one Ways
to Energize Employees, and the Management Bible.

456
00:36:46.119 --> 00:36:50.280
He joins it today from San Diego, California. We've been talking about

457
00:36:50.280 --> 00:36:52.679
recognition and purpose. After the break, we're going to talk about millennials.

458
00:36:52.719 --> 00:37:02.039
Stay with us, we'll be right
back. Follow us on Twitter at Voice

459
00:37:02.039 --> 00:37:07.760
America GRN. Get the low down
on guests, you shows, and your

460
00:37:07.800 --> 00:37:14.519
favorites. That's Voice America GRN.
The Voice America Live Events channel is here

461
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now to showcase your corporate, individual
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462
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463
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464
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465
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466
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Called Jeff Spinard at four eight zero two

467
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468
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that's Jeff Spinard at four eight zero
two nine four sixty four to seventeen

469
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470
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471
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472
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forget to view all our live events, including on demand access to past events

473
00:38:06.679 --> 00:38:09.840
that you may have missed, by
visiting Voice America dot com Forward Slash Live

474
00:38:09.920 --> 00:38:16.239
Events. Alis Cortes is a speaker
and engagement and development catalyst. She designs

475
00:38:16.239 --> 00:38:22.679
and delivers professional development, leadership and
engagement workshops and can bring her expertise to

476
00:38:22.760 --> 00:38:27.760
your organization. She will help ignite
meaningful development within your workforce that will increase

477
00:38:27.840 --> 00:38:31.559
employee engagement, performance and retention.
To learn more or to invite Elise to

478
00:38:31.599 --> 00:38:37.280
speak to your organization, please visit
her at www dot Elisecortes dot com.

479
00:38:37.360 --> 00:38:44.480
She would welcome the opportunity to help
get your employees working on purpose. Is

480
00:38:44.519 --> 00:38:47.320
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481
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486
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else. Visit Voice America dot tv
today. This is Working on Purpose with

487
00:39:30.280 --> 00:39:35.639
Elise Cortes. To reach our program
today, please call in to one triple

488
00:39:35.639 --> 00:39:39.480
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one. Again that's one triple eight three

489
00:39:39.519 --> 00:39:44.920
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You may also send an email to Elise

490
00:39:45.320 --> 00:39:50.920
A. L I. S E
At Elisecortes dot com. Now back to

491
00:39:51.199 --> 00:39:57.760
Working on Purpose. Thanks for staying
with us, and welcome back to Working

492
00:39:57.800 --> 00:40:00.840
on Purpose. If you're just tuning
in my guests, just doctor Bob Nelson,

493
00:40:00.880 --> 00:40:05.280
who is president of Nelson Motivation in
management training and consulting company that specializes

494
00:40:05.320 --> 00:40:09.000
in helping organizations improve their management practices, programs, and systems. He serves

495
00:40:09.039 --> 00:40:13.719
as an executive strategist for HR issues
and has worked with eighty percent of the

496
00:40:13.719 --> 00:40:15.920
Fortune five hundred. He has been
named a top thought leader by the Best

497
00:40:15.920 --> 00:40:21.639
Practice Institute and a worldwide influencer on
the topic employee engagement. I'm your host

498
00:40:22.039 --> 00:40:25.239
at least Cortes so doctor Bobin,
this last piece that we have together here,

499
00:40:25.280 --> 00:40:30.239
I wanted to focus it on millennials
and other generations in the workplace and

500
00:40:30.239 --> 00:40:34.079
what you've learned about how to motivate
them, recognize them, engage them,

501
00:40:34.079 --> 00:40:37.400
etc. Sure, and I've heard
you and other experts say that the millennials

502
00:40:37.440 --> 00:40:40.840
are the largest generation in the workplace
today. Now you said thirty six percent.

503
00:40:42.639 --> 00:40:46.039
What's the segmentation of the other generations
in the workplace by chance? Do

504
00:40:46.079 --> 00:40:52.360
you know? Yes? Offhand too? The traditionalists currently makeup about two percent

505
00:40:52.880 --> 00:40:58.800
two percent. Wow, Yeah,
there's other those that are sixty nine plus

506
00:40:58.880 --> 00:41:04.199
so beyond retirement for many of them. And baby boomers make up thirty four

507
00:41:04.239 --> 00:41:09.079
percent. Gen X twenty eight percent, and Millennials thirty six percent. And

508
00:41:09.360 --> 00:41:14.599
the generation after them, which maybe
doesn't have an official name yet, some

509
00:41:14.679 --> 00:41:20.760
are called Generation Z or Generation V
virtual is probably under two percent at this

510
00:41:20.800 --> 00:41:25.079
point that they're still too young to
be in the workplace. So the millennials

511
00:41:25.280 --> 00:41:30.239
currently the largest generation, and we'll
just get stronger worth each year. By

512
00:41:30.280 --> 00:41:34.800
twenty twenty, they'll make up almost
sixty percent of the workforce. By twenty

513
00:41:34.840 --> 00:41:38.880
twenty five, three out of every
four employees working will be from this generation.

514
00:41:39.440 --> 00:41:44.440
Some companies I work with now already
the sixty five percent are millennials.

515
00:41:44.480 --> 00:41:52.119
So depending on the industry, certainly
retail, hospitality, things like that would

516
00:41:52.119 --> 00:42:00.079
be much greater percent of millennials.
So as the baby boomers retire at roughly

517
00:42:00.280 --> 00:42:07.320
ten thousand a day, there's not
enough people to fill their jobs from the

518
00:42:07.320 --> 00:42:10.760
generation behind them, which was the
Generation X, which is twenty million people

519
00:42:12.039 --> 00:42:15.840
less. So already there's a gap, not even looking at the fact that

520
00:42:16.400 --> 00:42:20.239
we actually don't just need people,
we need people with certain skills. So

521
00:42:20.320 --> 00:42:24.440
increasingly we're going to need to rely
on this youngest generation, the millennials currently

522
00:42:24.440 --> 00:42:29.760
forty four million in the workplace,
forty six million more on the way,

523
00:42:30.400 --> 00:42:37.000
So attracting them to the organization,
managing them in a way that's productive for

524
00:42:37.079 --> 00:42:42.559
both parties, the organization as well
as them, and then holding on to

525
00:42:42.679 --> 00:42:46.639
them are all huge challenges. The
average tenure of millennial right now is one

526
00:42:46.719 --> 00:42:52.880
point eight years and it's dropping,
so it's for companies that don't have a

527
00:42:52.920 --> 00:43:00.000
plan for this, it'll be like
a revolving turnover door that human resources have

528
00:43:00.000 --> 00:43:05.280
to spend all their time just trying
to get people in not just to have

529
00:43:05.320 --> 00:43:12.360
them leave. Seventy six percent of
the current generation that's currently in jobs say

530
00:43:12.400 --> 00:43:16.199
they're planning to find a new job
as economy further improves. For a typical

531
00:43:16.760 --> 00:43:21.239
millennium, they're already looking for a
new job the first day they start.

532
00:43:21.559 --> 00:43:23.840
They've got their resume out there and
they get pinged if someone use it.

533
00:43:23.920 --> 00:43:30.199
So it's an important topic. It's
to well, what are they looking for?

534
00:43:30.239 --> 00:43:32.920
And is that different from previous generations? And yes it is, And

535
00:43:34.320 --> 00:43:37.079
what I was so excited about being
on your show the least is that the

536
00:43:37.920 --> 00:43:43.840
top thing that this generation is looking
for is a sense of purpose and the

537
00:43:43.880 --> 00:43:49.000
person they work for. Yeah,
and it goes beyond that in terms of

538
00:43:49.039 --> 00:43:51.880
the purposes of how I'm sending the
book? Am I waking hours? But

539
00:43:52.320 --> 00:43:57.079
sixty one percent are actively worried about
the world. Seventy two percent want to

540
00:43:57.079 --> 00:44:00.719
make a direct social impact, which
you can do that through the job.

541
00:44:00.800 --> 00:44:07.599
Ideally, eighty one percent donate to
multiple charities. And what often gets lost

542
00:44:07.599 --> 00:44:12.719
in the mix is that money isn't
the top motivator of this group eighty eight

543
00:44:12.719 --> 00:44:16.119
percent, so they don't feel it's
their top motivator, and seventy eight percent.

544
00:44:16.159 --> 00:44:20.559
So they're willing to work for less
if they're challenged, if they're working

545
00:44:20.559 --> 00:44:22.079
for a place they really believe,
and if they're learning, if they're growing,

546
00:44:22.079 --> 00:44:25.119
if they're having fun, if they
like their peer group, they like

547
00:44:25.320 --> 00:44:32.760
their boss, they feel valued,
they will be very happy, very productive

548
00:44:32.800 --> 00:44:36.840
and stay with the organization for a
long time. So if that's not the

549
00:44:36.880 --> 00:44:39.679
type of work environment that people have, or if they have this high turnover,

550
00:44:40.000 --> 00:44:43.360
they got to do something about it. And one of the things they

551
00:44:43.360 --> 00:44:46.400
got to do comes back to purpose. How do we better in steal the

552
00:44:46.440 --> 00:44:51.679
sense of purpose? And it may
be like the Container store are doing skits

553
00:44:52.079 --> 00:44:55.679
at an orientation. I know a
company Talent Plus out there's a Lincoln,

554
00:44:55.679 --> 00:45:04.320
Nebraska where their orientation they have a
a scavenger hunt. Scavenger hunt, so

555
00:45:04.320 --> 00:45:07.800
they don't bring people together and go
over policies and have them read boring stuff

556
00:45:07.800 --> 00:45:13.400
and I'll check back and see if
there's any questions. They sign everyone atn

557
00:45:13.400 --> 00:45:16.159
orientation. Here's seven people at work
in our company, at different levels of

558
00:45:16.159 --> 00:45:20.800
different different parts of the organization.
Take the next hour, go find those

559
00:45:20.840 --> 00:45:22.639
people, find out what they're doing, come back and tell us what you

560
00:45:22.719 --> 00:45:27.599
learned from the get go, they're
linking them to people that are doing the

561
00:45:27.679 --> 00:45:31.559
job the mission of the organization and
starting to build that knowledge within the person

562
00:45:31.559 --> 00:45:37.079
that just walked in the door.
And at the end of that, at

563
00:45:37.119 --> 00:45:43.320
the end of the orientation, they
sign every millennial to a baby boomer,

564
00:45:43.840 --> 00:45:46.880
So they have a buddy system that
they get together and they have a mentor

565
00:45:46.960 --> 00:45:52.119
and a mentory and they get together
and they devise their own work contract where

566
00:45:52.599 --> 00:45:57.119
they ends up being something like,
Okay, I'll teach you how to text

567
00:45:57.960 --> 00:46:02.239
and how to fix email problems on
your computer, and you're going to teach

568
00:46:02.280 --> 00:46:07.360
me how to to get something through
purchasing. We got to deal. So

569
00:46:07.639 --> 00:46:10.360
there's not makeup work. It's not
just hanging out with someone from a different

570
00:46:10.360 --> 00:46:15.760
generation. It's actively learning from each
other. You do that, there's not

571
00:46:15.800 --> 00:46:20.239
going to be a wall between them
and other generations or between them and other

572
00:46:20.320 --> 00:46:22.920
function of the organization. It's going
to be we're all on the same team,

573
00:46:24.159 --> 00:46:27.639
and when something comes up, we're
going to talk with them where we're

574
00:46:27.679 --> 00:46:30.800
not going to talk about them,
We're gonna talk with them face to face,

575
00:46:30.559 --> 00:46:36.679
and those type of things that eventually
that will will change the environment where

576
00:46:36.920 --> 00:46:40.800
now it feels like it's one team. It's not people blaming others. It's

577
00:46:40.800 --> 00:46:47.119
not sales versus manufacturing, or headquarters
against the field. It's we're all on

578
00:46:47.159 --> 00:46:51.840
the same team. And there's lots
of things. There's lots of things that

579
00:46:51.880 --> 00:46:57.400
you can do to instill that again, that purpose in the organizations. Give

580
00:46:57.400 --> 00:47:02.960
you another Dallas example here in your
court. Cash America is headquartered in Dallas,

581
00:47:04.000 --> 00:47:07.480
and they have pawn shops across the
country. Well, every person that

582
00:47:07.599 --> 00:47:13.199
works for Cash America, whether it's
a receptionist at the front desk up to

583
00:47:13.239 --> 00:47:19.599
the CEO, spends four hours each
week working inside a pawnshop one of their

584
00:47:19.639 --> 00:47:22.760
pawn shops, dealing directly with the
customers. And as they do that,

585
00:47:23.239 --> 00:47:27.199
all of a sudden, they will
become faithless people, becomes real people.

586
00:47:27.599 --> 00:47:30.440
And in that business, they find
out that people that pond stuff more times

587
00:47:30.440 --> 00:47:34.800
than not, they want to get
the stuff back. They just need some

588
00:47:34.840 --> 00:47:37.960
money now, and so they hope
that you're going to have their stuff next

589
00:47:37.000 --> 00:47:39.599
week. When they get some money, they can they can get back their

590
00:47:39.639 --> 00:47:45.920
grandmother's jewelry, whatever it might be. And it's a relationship. It's a

591
00:47:45.960 --> 00:47:52.239
relationship and by knowing those people and
knowing their concerns and what's important to them,

592
00:47:52.599 --> 00:47:54.719
then they can help speak to that
relationship and act in a way that

593
00:47:55.280 --> 00:48:00.440
has integrity, that values their things
that they're pawning, uh to make their

594
00:48:00.440 --> 00:48:06.960
life a little easier this week.
It sounds it sounds sounds silly, but

595
00:48:07.480 --> 00:48:12.159
everyone organization has empathy for those people
thereuponding stuff, and they have it because

596
00:48:12.199 --> 00:48:16.079
they spend time with them face to
face on a weekly basis, not once

597
00:48:16.559 --> 00:48:22.679
one time, not on a daily
basis, and that helps to make the

598
00:48:22.800 --> 00:48:27.159
mission of their organization strong, in
the bond with their employees, especially the

599
00:48:27.239 --> 00:48:31.559
younger employees, strong and clear.
A couple things really quick that I just

600
00:48:31.599 --> 00:48:36.400
want to reiterate what you said there. I love the idea of the scavenger

601
00:48:36.440 --> 00:48:37.480
hunt. That's a brilliant idea.
I've never heard of that before, but

602
00:48:37.519 --> 00:48:45.480
that sounds amazing. That conversation that
you're having about pairing a agen a millennial

603
00:48:45.599 --> 00:48:49.199
was like a boomer boomer. Yeah. I did a radio show two years

604
00:48:49.239 --> 00:48:52.440
ago with a guest that talked about
that. She called it reverse mentoring,

605
00:48:52.480 --> 00:48:57.199
but the same thing they were both
exchanging, and I thought that was just

606
00:48:57.239 --> 00:49:00.400
a brilliant idea. And I think
that's so such a great way formpanies to

607
00:49:00.440 --> 00:49:06.000
build their cultures. And then that
lasts those people that are newer or younger.

608
00:49:06.480 --> 00:49:07.840
Yes, exactly, not a one
way street, but a two way

609
00:49:07.880 --> 00:49:15.079
street exactly. And then that notion
of having people really walk the walk them

610
00:49:15.880 --> 00:49:17.519
walk to talk if you will be
in the seat of what the what the

611
00:49:17.559 --> 00:49:22.199
company does in terms of cash America, that's also brilliant. Just wanted to

612
00:49:22.239 --> 00:49:27.639
recognize what you said and say it
again for our listeners and actually come full

613
00:49:27.679 --> 00:49:31.599
circle because I started with mentioning Disney
at the at the theme parks at Disney,

614
00:49:34.119 --> 00:49:39.480
UH, every year they close the
theme park and they invite everyone that

615
00:49:39.599 --> 00:49:45.199
works there, they call them cast
members, to come experience the theme park

616
00:49:45.800 --> 00:49:51.599
as a guest and bring their family
and their friends to remind them what it

617
00:49:51.719 --> 00:49:58.000
means to be our guests. And
they have all the managers on those days

618
00:49:58.199 --> 00:50:02.159
run the rides, serve the consent, where the outfits and in just like

619
00:50:02.320 --> 00:50:07.400
that they make an overall point that
we're all in it together, no one's

620
00:50:07.480 --> 00:50:12.119
more important than someone else. We're
all here to make this the happiest place

621
00:50:12.119 --> 00:50:19.639
on earth. To be dedicated to
the guests coming in the doorway, and

622
00:50:20.079 --> 00:50:22.280
however, you whatever you need to
do in your job to make that a

623
00:50:22.320 --> 00:50:27.159
reality, we want you to do. And then people internalize that what does

624
00:50:27.159 --> 00:50:30.679
that mean in their job? So
you take a job that most people would

625
00:50:30.679 --> 00:50:36.360
consider a you know, a low
person in the totem pool. Someone's picking

626
00:50:36.440 --> 00:50:42.920
up trash on a theme park.
Actually that's that's considered the most important job

627
00:50:43.119 --> 00:50:49.599
at Disneyland, the person that's picking
up paper and garbage. Why because that

628
00:50:49.639 --> 00:50:53.159
person will be asked more questions than
anyone else on the Disney staff. So

629
00:50:53.239 --> 00:50:59.079
it's very important now they handle this
questions. You can imagine the family that

630
00:50:59.559 --> 00:51:02.480
just, uh, you know,
booked a vacation from Ohio and and uh,

631
00:51:02.639 --> 00:51:06.039
you know, save for two years
to come here. And now they're

632
00:51:06.039 --> 00:51:09.079
in Anaheim and and it's, by
the way, it's hotter than they thought

633
00:51:09.079 --> 00:51:13.639
it would be, and everything's much
more expensive than they thought. And now

634
00:51:13.679 --> 00:51:16.440
they're, you know, their their
six year old daughter wants to know where

635
00:51:16.920 --> 00:51:22.679
where Mickey is and and they asked
the person become the trash. Imagine if

636
00:51:22.679 --> 00:51:24.440
the person said, how the hell
should I know where he is? I

637
00:51:24.559 --> 00:51:29.559
just work here, I don't have
that conversation would go kids, we're going

638
00:51:29.599 --> 00:51:32.400
to the car. We're out here, and you know they're going to get

639
00:51:32.440 --> 00:51:37.599
a stern letter. I want a
refund. And instead, what does that

640
00:51:37.599 --> 00:51:40.559
that kid do? His sixteen year
old kid goes down on one knee,

641
00:51:40.599 --> 00:51:45.239
looks the girl in the eye,
say have you have you ever met Mickey

642
00:51:45.280 --> 00:51:46.840
before? Oh, you're gonna believe
it. Let me take you over to

643
00:51:46.840 --> 00:51:51.039
his house. And they personally walk
him over that part. And then the

644
00:51:51.039 --> 00:51:52.599
parents are going nuts. Were next
time, we're coming, We're coming back

645
00:51:52.599 --> 00:51:55.000
next year, We're bringing the grandparents. You know, they're already playing the

646
00:51:55.000 --> 00:51:59.880
next vacation because he was so incredible, because the whole vacation came down to

647
00:52:00.440 --> 00:52:06.599
a five second interaction. And you
know that's that's making the magic happen there

648
00:52:07.199 --> 00:52:09.679
if you do that to people,
not a brochure, not an announced,

649
00:52:09.760 --> 00:52:15.159
not an ad I get that we're
so close to being out of time already.

650
00:52:15.199 --> 00:52:16.719
Dot you, Bob, And I
want to get one more question on

651
00:52:16.840 --> 00:52:22.599
millennials in how do they want to
be recognized? Well, actually, that's

652
00:52:22.639 --> 00:52:28.599
a great question, and one of
the defining characteristics of this generation is they

653
00:52:28.639 --> 00:52:34.480
expect to be recognized every day,
not once the week, not once a

654
00:52:34.519 --> 00:52:36.920
month, not at the end of
the year of the performance review, but

655
00:52:37.400 --> 00:52:40.880
every day drives baby boomers nuts because
they got their own job to do and

656
00:52:40.920 --> 00:52:45.920
they don't have to they have time. So that's the rub right there.

657
00:52:45.000 --> 00:52:50.239
And it sounds like almost impossible thing
unless you realize that it doesn't have to

658
00:52:50.280 --> 00:52:52.119
be the manage. You recognize them
every day. It could be a coworker,

659
00:52:52.119 --> 00:52:54.599
it could be someone from upper management, could be a way that we

660
00:52:54.760 --> 00:53:00.599
found for the customer to give a
feedback to the person. So it then

661
00:53:00.719 --> 00:53:06.280
all fall to one person, but
every every day something and they so as

662
00:53:06.320 --> 00:53:09.840
we know from recognition in general that
the best recognition is face to face personal

663
00:53:09.880 --> 00:53:16.199
recognition. In fact, from my
research, when I looked at how incentives

664
00:53:16.239 --> 00:53:20.559
that people wanted, how they want
to be motivated, at four categories of

665
00:53:20.760 --> 00:53:22.679
praise that came out, and initially
I thought, well, you know it

666
00:53:22.719 --> 00:53:30.519
was the personal praise, written praise, public praise, electronic praise. I

667
00:53:30.519 --> 00:53:31.800
go, well, yeah, how
can they be four categories? This is

668
00:53:31.840 --> 00:53:36.239
all praise is praise and it's one
category. And what I learned is that,

669
00:53:36.360 --> 00:53:39.480
well, no, actually each of
those are different, and think about

670
00:53:39.599 --> 00:53:43.679
it means something different when someone thanks
us to our face, and if we

671
00:53:43.719 --> 00:53:46.559
got a note with the thanks that
we can put on our board or share

672
00:53:46.599 --> 00:53:51.159
with someone at home. So on
each of those, it's like a different

673
00:53:51.239 --> 00:53:53.599
cylinder of a car. You got
to be firing on each of them.

674
00:53:53.960 --> 00:54:00.719
So I'm convinced of the most powerful
and important forms of reco or all things

675
00:54:00.760 --> 00:54:05.000
that don't cost money. Great,
And it starts with how big the budget

676
00:54:05.039 --> 00:54:08.159
is already on the wrong track.
It's what are the touch points? How

677
00:54:08.199 --> 00:54:12.280
can we ask people for ideas,
what ideas they have, How can we

678
00:54:12.320 --> 00:54:15.480
give them the ability to be a
part of a decision that's made. How

679
00:54:15.559 --> 00:54:21.880
can we have communication be two ways? That's the linees share. That's the

680
00:54:21.960 --> 00:54:27.519
foundation of a strong recognition culture.
It's not do we have gift cards and

681
00:54:27.519 --> 00:54:31.119
what are they worth? That's the
afterthought. That's you know, it's it's

682
00:54:31.159 --> 00:54:37.599
got to start with the behavior.
Great, In say fifteen seconds, doctor

683
00:54:37.639 --> 00:54:44.000
Bob, what would you like to
leave the listeners with. Well, everything

684
00:54:44.000 --> 00:54:47.800
we've talked about, I feel is
just so essential that it's so valued as

685
00:54:47.880 --> 00:54:52.159
you're doing this program to keep the
focus on mission and purpose, and as

686
00:54:52.199 --> 00:54:58.079
we've indicated, recognition is a huge
part of that. So I guess I

687
00:54:58.079 --> 00:55:02.000
would say that some things we talked
about are simple, almost common sense.

688
00:55:02.559 --> 00:55:09.559
But Voltaire Voltaire and the sixteen hundred
said made the observation that common sense office

689
00:55:09.760 --> 00:55:15.599
is in common practice. Thank you
know this information and you have it because

690
00:55:15.760 --> 00:55:17.800
you might have been listening to this
and nod your head and yeah, you

691
00:55:17.880 --> 00:55:22.119
knew that. The more important question
is are you doing it? Are you

692
00:55:22.199 --> 00:55:28.280
showing it in your own relationships at
work or with your spouse, or with

693
00:55:28.360 --> 00:55:31.599
your kids, or with your boss, or with your neighbors. That's you

694
00:55:31.679 --> 00:55:37.599
have the everyone listening has the power
to bring this out. Okay, talk

695
00:55:37.679 --> 00:55:39.639
Bob. I'm going to stop you
real quick. I got to take to

696
00:55:39.679 --> 00:55:43.480
make sure we run out of times
to your website. Sorry, Thank you

697
00:55:43.519 --> 00:55:45.880
so much for being on the show, and I want to make sure listeners

698
00:55:45.920 --> 00:55:50.519
know how to find you. Website
is doctor Bobnelson dot com. If you

699
00:55:50.559 --> 00:55:52.719
want to look at his books or
look at him for speaking any of those

700
00:55:52.719 --> 00:55:57.360
places, that's that's the place to
find him. Next week we'll be on

701
00:55:57.400 --> 00:56:01.039
there with with Abajite Nascar talking about
one of his latest books called The Art

702
00:56:01.039 --> 00:56:05.519
of Neuroscience in Everything. See you
then, the member that works at least

703
00:56:05.519 --> 00:56:15.280
one through our lives, So let's
work on Purpose. We hope you've enjoyed

704
00:56:15.280 --> 00:56:19.519
this week's program. Be sure to
tune into Working on Purpose featuring your host

705
00:56:19.559 --> 00:56:23.599
Elise Cortes, every Wednesday at six
pm Eastern Time three pm Pacific time on

706
00:56:23.639 --> 00:56:29.719
the Voice America Empowerment Channel. This
week, find your life's purpose at work