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A-Rod’s Playoff Shananigans Prove Money Not Highest On the Motivation Scale

Last Saturday night in the first game of the American League Championship Series, which ended Thursday when the Detroit Tigers completed their four game sweep of the New York Yankees, the Yankees’ superstar third baseman Alex Rodriguez was caught flirting with female fans in the stands late in an as yet undecided game.

As a former baseball executive and someone that now works with business leaders to create a more motivated work environment focused on achieving organizational goals through high levels of teamwork, I’m appalled by A-Rod’s (Rodriguez’s nickname) actions.

But, it doesn’t surprise me in looking at it from the standpoint of human motivation and focus.

Imagine, if a superstar athlete, playing a child’s game while earning $30 million a year, can’t avoid distractions while participating in a key game on the path to their ultimate vision of winning the World Series, what chance is there to keep the focus and motivation at high levels of every day employees  in small businesses? Not much, I would guess.

This really points out to the fact that money is not the motivating factor so many business leaders think it is, or think it can be. Daniel Pink in his 2010 book Drive: The Surprising Truth About What Motivates Us reinforces the role money plays as a motivating factor in small business workplaces.

My challenge with ARod’s behavior is that it also usurps my approach to overcome the money as motivator challenge, which is to encourage business leaders to articulate an inspirational Championship Game Vision for which employees can get inspired by, much like a Major League Baseball player would be inspired and motivated to strive to achieve a World Series victor.

Hmm, not sure where I can go from here to help my clients. Thanks, ARod. Regardless of ARod’s shenanigans, I think I’ll keep my strategy to help my small business clients to create their own inspiring Championship Game Vision. I believe it still does work, thought, at least when you have the right people on the team, and maybe that’s the Yankees problem.

’til next time…enjoy your weekend!

skip weisman, transforming leadership and workplace communication to deliver champion level results

A Leadership Communication Model for the Aspiring “Just Right” Goldilocks Leader

Last December I released a new leadership concept called, The Goldilocks’ ‘Just Right’ Leadership Style, you can read more about it at this link.  Getting leadership, “Just Right,” was probably first espoused by Paul Hersey and Ken Blanchard in their work on Situational Leadership in the late 1970s and early 1980s.

For purposes of this article, I want to focus on a leader’s communication style and what it takes to get it “just right.”

In prepping for Month/Lesson 6 in the Leadership Communication Mastery Series last week, which focused on the importance of direct and candid communication in a work environment, I developed a communication model I think will help everyone who is leading a team, a company or even a family communicate more effectively in a way that builds trust and gets results.

Time and time again, in studying leaders one of the most important traits that shows up in the most effective leaders is not just an ability to communicate, but an ability to communicate promptly, directly and respectfully. These 3 components are vital to the success of a leader because it gets to the core of creating a high-trust environment necessary for high-performance.

I have to give credit to a colleague of mine, Libby Wagner of Professional Leadership Results, for identifying these three communication components as a real difference maker. I hope this model below takes it even further to show how important each of the three are in creating a culture of effective, and trust-building communication.

Here’s why:

With this Venn Diagram you see there are four potential combinations and each has its benefits and its challenges:

Prompt/Respectful: This is used when the leader recognizes the issue and tries to confront the individual with a soft approach hoping they “get it.” Most times, they don’t “get it,” including the severity of the issue and the seriousness of the leader making the request for a behavior or performance adjustment. This often involves a lack of specificity and often falls into the category of “beating around the bush.”

Prompt/Direct: This often violates my leadership an workplace communication sin #6 “Lack of Appropriate Tone & Body Language.” The leader with this approach is often reacting immediately, in the moment with little emotional intelligence and as such may do so with a raised voice, pointing fingers, blaming, etc. and may also do so in an inappropriate location such as a public setting, like a meeting of peers, in a hallway or office with others around.

Direct/Respectful: This is communication that comes too late or too far down the road to be effective. The style and approach is correct and would be effective, if the leader would have communicated at the first, most appropriate time. However, this type of communication often comes weeks, sometimes months from the incident causing the recipient of the communication to become resentful and confused as to why the issue wasn’t brought to their attention sooner so they could do something about it.

Prompt/Direct/Respectful: This is “Champion Leadership Communication!” When a leader communicates applying all three of these components it will build trust between him or herself and the individuals they are leading as well as build high trust throughout the team as everyone will feel they are being held to a similar standard. All leaders should be striving for this level in their leadership communication style.

What do you think? How do you stack up? Most leaders are masters at two of the three, which pair do you gravitate towards? Where do you think you spend most of your time? Champion communicators master the complete triad, what about you?

For another powerful concept on leadership communication check out my latest tele class,  Small Business Leadership: The 3 Power Beliefs of Champion Communicators, its already over but you can get access to the recording at

’til next time…make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results

Happy “National Small Business Week” – Here Are 5 Critical Mistakes in Small Business Leadership

This week is the 5th Annual National Small Business Week.

In honor the event I thought I’d offer my 2-cents on the topic of small business leadership.

Many of my blog subscribers attended last week’s webinar on The 5 Critical Mistakes Small Business Leaders Make that Kill Productivity & Profits.

In this webinar I offered 5 things small business leaders must take a look at within their business in order to make sure they are running optimally.

For those of you who did not attend the webinar, I’ll list these five critical mistakes of small business leaders here:

  1. Not having a Championship Game Vision and articulating it clearly and consistently to the team.
    • create something inspiring that employees can get excited about contributing to, just like an athletic team playing for a championship
  2. Not investing enough time in the hiring process
    • invest time and energy making sure the new hire is a fit for the organization’s culture and put more attention on attitude, behaviors, beliefs and work ethic, and get to those through behavioral interviewing strategies
  3. Focusing on time worked vs. job performance results/outcomes
    • too much is focused on accomplished the tasks in job descriptions and ‘FaceTime’ in the office instead of defining clear results/outcomes that should be achieved from the position
  4. Think the paycheck is/should be enough for motivation
    • in the 21st century the paycheck is just not enough to motivate employees, and that’s a good thing as it takes the focus off the money and more on purpose and making a difference.
  5. Proclaiming to have a “Family Atmosphere” and trying to create one
    • Most families are dysfunctional and many family businesses are run dysfunctionally from a personnel perspective. Define the aspects of the culture you would like to incorporate into your organization and build from there, forget about defining it as a ‘family atmosphere.’

If you’d like to take this concept deeper, I encourage you to experience the webinar. If you go to you can download a free mp3 audio recording and view the streaming webinar.

Enjoy National Small Business Week and the free webinar to help you make your business even better!

’til next time, make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results



First Steps to Create High Levels of Employee Engagement & Employee Motivation

A number of questions to me have come in since the webinar last week on The Goldilocks ‘Just Right’ Leadership Style with business leaders and middle managers wanting to learn more about how to specifically implement various aspects of what I was espousing.

In the next few blog posts I’m going to address some of the questions that have been submitted, the first is…

“Skip, if I want to begin to implement the “Engage & Enroll Just Right Leadership Style” to create higher levels of employee engagement on my team where do I start? I’m especially interested in your answer since I’m just a middle-manager and those above me lead much differently and I have to deal with them, too?”

If you missed the webinar, and would like to learn what this participant is talking about, for a limited time you can access the webinar for free at this link:

From that link you can watch the full webinar with the slide presentation or just download the audio version which should give you what you need as a stand alone teleclass.

The first step is to create a Championship Vision for the area for which you are responsible.

What I mean by that is just like an athletic team that on its first day of training camp everyone is focused on getting to the championship game, you and your team can together identify the specific vision for what it wants to achieve that would really standout and be noticed, regardless of where it is at within your organization. 

How can you define that for yourselves in a way that is inspiring and builds commitment from everyone that needs to contribute towards its accomplishment?

This Championship Vision should be defined from a number of different contextsHVR_1999NYPChampions that offer measurable results that can quantified. Here are some ideas:

  • Specific performance results and output (measurable goals)
  • Defined work environment and culture (what type of work environment does everyone want to experience and is willing to commit to being held accountable to)
  • Image, recognition, brand (what is the external impression others inside and outside (if appropriate) have of your team/group, etc.?

For example, here is one former clients Championship Vision:

“We are recognized as community leader that truly makes a difference to its citizens. Our business has grown to the point we are able to step in to resurrect the landmark office building in downtown and be its anchor tenant that has begun the resurgence of our local community. We have a team committed to truly supporting each other in these efforts and every team member is willing and able to be held accountable to contributing at high levels and are compensated equal to their contribution to our organization’s success!”

Even though this Championship Vision was developed for a small business by the company’s owner with the help and feedback from all 15 employees, the middle manager asking the original question can do the same within the context of his or her team’s role within the larger organization.

Every department or division in a larger organization has a defined role, goals and culture developed among its team members. Get everyone together to define what the group aspires to that would inspire all to contribute as high-levels to it and create the standards, expectations and accountabilities to make it happen.

This is no different than a professional athlete who joins a team that is committed to winning a Championship. More on that with a specific story from the real world of sports as a learning example next time…’til then…

skip weisman, transforming leadership and workplace communication to deliver champion level results

Make it a great week!

These 2 Different Leadership Styles Cause the Same Negative, Toxic and Unproductive Workplace Cultures

While evaluating my most successful workplace transformation client projects in preparation for my newest seminar on employee engagement, I made a discovery.

I’m sure other thought leaders have already come to this place but for me it was quite a revelation and those in the workshop found it of tremendous value in evaluating their leadership styles and the work environment it has created.

What I discovered is that two diametrically opposed leadership styles, lead to very similar and very negative, toxic, non-productive workplace cultures.

Let’s take a deeper look:

Leadership Style 1: Command and Controlcommand and control leadership style leads to negative, toxic, unproductive workplace cultures

This leadership style is one in which the leader rules with an iron hand with a very structured workenvironment in which employees need to do things according to specific guidelines. Here is a list of characteristics of the command and control leader:

  • Demanding standards
  • Unrealistic expectations
  • Offers an open door with a closed mind
  • Rarely accepts feedback
  • Rarely accepts others’ ideas
  • Micro-manager, too much accountability and too little trust
  • Feedback mostly/always critical
  • Little praise & rewards
  • Gives impression (via communication style) that efforts/results “never good enough”
  • Behavior/performance standards applied inconsistently
  • Defensive when challenged
  • Mistakes not tolerated
  • Places blame vs. solution focused
  • Reacts harshly to bad news
  • Often communicates with inappropriate tone and body language

Leadership Style 2: Avoid and Let Goavoidance leadership style leads to negative, toxic, unproductive workplace cultures
(something I also call the “avoid & tolerate leadership style”)

This leadership style is one in which the leader takes a laissez-faire, hands off approach that offers an unstructured work environment in which employees need to figure things out on their own. Here is a list of characteristics of the avoid and let go leader:

  • Unclear standards
  • Unclear expectations
  • Offers an open door, listens to ideas but fails to act on them
  • Gives lip service to other’s ideas
  • People pleaser
  • Defensive when challenged
  • Often asks for other’s ideas, tries to be inclusive but little follow through and often does their own thing anyway
  • Too much trust, not enough accountability
  • Wants improvement but doesn’t implement accountability, feedback & development systems
  • Sometimes plays favorites, different rules for different people without justification by performance/position
  • Avoids/Ignores addressing behavior/performance issues
  • Behaviors/performance standards applied inconsistently
  • Let’s things go “until” exploding with inappropriate tone & body language

I’ve had the challenge of working with both types of leaders and the work environments created by each style.

The amazing realization in evaluating these projects is that both leadership styles, as different as they are create the same negative, toxic workplace cultures.

Below you will read the type of workplace culture that manifests from both the “command and control” as well as the “avoid and let go” leadership styles.

In these workplace cultures, employees:

  • Have feelings of fear, insecurity & uncertainty, permeate work environment
  • Create bureaucracy & information control systems to create “job security”
  • Are mostly just task oriented
  • Do the minimum; rarely go the “extra mile,” on their own
  • Need constant reminding, oversight to get tasks done and meet deadlines
  • Will not make decisions or try to solve problems
  • Have a “Not my job” attitude
  • See things as “us vs. them”/“win/lose”/zero sum
  • Throw their co-workers “under the bus”- look for ways to lift themselves up by putting others down
  • Are compliant with job requirements, but little creativity, innovation & contribution
  • Absenteeism / turnover high
  • BMW present (bitching, moaning and whining)
  • CYA – Cover You A!#@# attitudes

If any of those characteristics are present in your work environment it may be worth a conversation to discuss which leadership style is causing the challenge, click here to schedule your private, 1:1 Leadership Communication Strategy Session .

If you have noticed a similar experience in your work environment with one or more of the two leadership styles I outlined above, please leave a comment below and add to the discussion.

In my next post I’ll be writing about what I call “The Goldilocks” approach to leadership so that organizational leaders can create that “just right” workplace culture.

’til then, make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results

3 Leadership Communication Secrets That Will Increase Your Bottom Line – And Why They Work

Former presidential speech write James Humes is often quoted as saying “the art of communication is the language of leadership.”

Although some might argue there is science behind communication and they would be correct, communication, and more specifically leadership communication, is more art than science.

Leaders must communicate consciously if they want to get the most out of the people they lead. Far too many leaders, the 44% that recently reported they were unhappy with employee performance, practice unconscious communication.

For leaders desirous of raising the bar on performance in their organization here are three proven communication strategies that will transform your work environment:

1) Define and Communicate Your “Championship Game”

From the first day of training camp everyone that is part of an athletic team at any level from little league through the professional ranks knows the ultimate objective and vision for their team (organization) is to reach the Championship Game (for baseball it’s the World Series, football The Super Bowl, soccer it’s the World Cup, etc).

It is the inspiring vision to win the championship that keeps everyone focused, doing the right things for the right reasons so they can contribute to the team’s success, while also being able to reap the well-defined, and not so-well defined, individual and collective rewards and opportunities that come with their contribution.

Many managers complain about having to light a fire under their people to motivate them to follow through on anything beyond the minimum job requirements. Investing some time and energy to identify ways to communicate to motivate in a way that inspires their people and lights a fire within them, is a much better use of a managers efforts.

This approach can will make a difference in a very short amount of time (for a specific formula on how to make this happen visit

2) Address issues promptly, directly and respectfully

Communicating in this manner eliminates three of The 7 Deadliest Sins of Leadership & Workplace Communication I wrote about in the eponymous white paper report (available free at

Too many organizational leaders take too long to address issues, respond to questions, and suggestions from their team members, peers, superiors, etc. This is procrastination. It is unprofessional, offers an air of incompetence in decision making and damages respect and trust.

The best leaders address issues promptly.

Even better leaders address issues promptly and directly to the individuals to whom they need to be addressed to. They confront issues head on at the source. Because of a lack of positive influencing communication skills, less adept leaders fall into the procrastination pattern for fear of confrontation, or practice an even more trust and respect damaging practice of addressing issues generically in team meetings that should be more directly delivered one-on-one to individual perpetrators.

They fear the confrontation often because they have experienced previous attempts escalating into conflict or negative interactions, which have caused defensiveness, hurt feelings and resentments.

Much of this can be due to the leader’s inability to address confrontational conversations in a respectful manner. This again, reverts back to a leader’s skill level in positive influencing communication skills.

Champion level leaders have the communication skills to do all three extremely well. They address issues promptly, directly and respectfully and get the results they need while, most importantly, building a team culture of mutual respect with high levels of trust leading to high levels of performance.

3) Create a Forum/Outlet for Two-Way Communication and a Feedback Loop

Communication is always among the top three issues or problems identified by employees in organizations. The challenge with this generic, vanilla statement is that there are too many aspects of communication to fix the problems.

It must be more clearly defined.

In a recent client project three different teams in one focus group identified communication as an organizational problem. Yet, each defined it differently from a completely different context.

One simple way to resolve this issue is to create a formal forum for communication that includes a two-way feedback loop.

This sounds much more complicated than it really is. It simply means that regular, structured meetings are facilitated to bring issues, problems, ideas and suggestions to the fore for company leaders to address and respond to.

There are four key steps for doing this successfully:

1) Schedule meetings at regular and consistent times

2) Invite a cross section of participants representing the various departments, divisions, etc.

3) Collect ideas, chunk them into related categories and prioritize

4) Create a system through which company leaders can respond to every item in a reasonably timely manner.

Often company leaders are leery of developing this type of communication process for fear of the meetings devolving into gripe sessions. These fears are valid and can be eliminated by doing these three things:

1) Setting clear guidelines at the outset,

2) Ensure that all ideas and suggestions are articulated in a positive, constructive manner, and

3) Following through with prompt feedback on all ideas so that those contributing feel as if their contributions were taken under consideration and were valued (it is perfectly okay to say “no” to an idea as long as it comes with a credible reason).

Organizational leaders that have chosen to consistently implement the three above suggestions have been able to generate dramatic results, such as:

• $900,000 in waste eliminated within 12 months of implementation

• 300% increase in pre-tax profits over a five-year period

• 100% increase in pre-tax profits within four months of implementation

• 65% permanent improvement in workflow processes and 22% waste reduction within 12 months.

• 800% improvement in sustained workflow processes and a 29% decrease in annual operating expenses

With results like that no business leader in Western civilization can argue that they can’t invest the time, energy and resources to learn how to implement these three simple leadership communication strategies of champion leaders outlined above.

If you’d like to learn more join me on for a FREE Teleclass on November 17th titled:

“3 Simple Secrets to Increase to Your Bottom Line: How Maximizing Motivation, Trust & Commitment in Your Workplace Makes the Difference in Today’s Challenging Economy!

Register here

Or, if you’d like more specific and direct help to improve your approach to leadership communication to transform motivation, morale and performance in your organization, feel free to schedule a private, one-on-one strategy sessionTo get your private, one-on-one private, strategy session go here

’til next time, make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results

Proof That Maximizing Motivation, Trust & Commitment in Your Workplace Will Make the Difference in Today’s Challenging Economy

In an economy struggling to recover and with companies being pinched by inconsistent revenues and ever- increasing costs, business leaders need to look no further than within their workforce to return to higher levels of profitability.

It has been estimated by international research firm Gallup that U.S. companies alone are wasting $300 billion annually in lost productivity due to un-motivated, dis-engaged employees.

Additionally, the Sirota Survey Intelligence organization reported in 2005 that in 85% of Fortune 1000 companies, employee motivation and morale “declined significantly” within the first six months of joining a company, and continued to decline thereafter. And, that was during good economic times, before the economic downturn began in the fourth quarter of 2007.

Imagine what those numbers are like today?

Business leaders can dramatically improve bottom line performance by simply working to solve the problems causing those bottom-line limiting statistics.

As the world moves deeper into the 21st Century and as the younger generation continues to infiltrate the workforce, business leaders are going to have to embrace Douglas McGregor’s 1960s Theory Y approach to managing personnel that he released as management professional at MIT. McGregor’s Theory Y posited that managers view their people as ambitious and self-motivated, that they enjoy their mental and physical duties as work and will seek to grow, learn and look for greater responsibility if given the opportunity. Theory Y suggests that for these reasons employees can and should be engaged in creativity, problem-solving and insights into how to improve their employers operations.

Organizations that embrace a Theory Y approach, and look to create an environment in which those type of employees thrive will turn around the trends identified in the statistics at the beginning of this article, here are some examples of how transformational these efforts can be:

Oil Rigs in the North Sea and off the coast of South America:

There is probably no greater “command and control” type of work culture than on an oil rig in the middle of an ocean. Two failing oil rigs that were losing millions of dollars due to slow productivity and cost overruns were on the verge of being closed down.

As a last resort a process was put in place to ask the frontline workers to help solve some of the productivity, efficiency and cost problems.

At the end of each of the three round-the-clock shifts a brief meeting was held to evaluate the processes applied. In the meeting a simple question was asked, “what could we have done better or differently to make this process work more efficiently.”

Due to a lack of trust build up from the old “command and control” environment, it took a couple meetings before participants felt comfortable sharing critical ideas. But, eventually, after just a few days quality information began to come forth as employees began to see that their managers were truly interested in their contributions to solving the problems. As each shift shared ideas, one shift’s ideas built on the previous shift’s ideas creating an upward spiral of process improvements.

Within just three weeks the oil rig workers, on their own, contributed, implemented and then refined ideas that had generated an 800% improvement in the workflow process. One such workflow process went from an average 8 hours down to an average of just over one-hour.

Independent Insurance Agency

A small insurance agency with eleven employees and approximately $1million in revenue was experiencing significantly low morale among its workforce and suffering with a truly toxic work environment. Co-workers had a tendency to yell at each other in the halls and were holding on to information necessary for effective teamwork and customer service

There was a culture of continual lack of follow through on the part of the company’s leadership on agreed upon initiatives that fell into a black hole never to be heard from again. Employees had developed learned helplessness and defaulted to survival and self-preservation mode creating the toxic work environment all were living and working in.

Instituting a program that included one-on-one interviews, facilitated group discussions, accountability to follow through on agreed upon ideas and initiatives, implementation of job performance expectations and office behavioral standards, and the adoption of a “Team Agreement” the basic office culture was turned around within 90-days.

From that point on additional personal and non-industry professional development trainings were instituted that supported and reinforced the initial triage. The year after the company invested in this initiative revenues increased by 33%.

Many Other Examples

These are just two examples of what can happen when employees become beyond motivated to engaged, enthused and enchanted with the company they work for and the work environment they’ve helped to create.

Here are some others:

  • A healthcare system with 16 facilities and 15,000 employees implemented strategies that increased revenue and generating cost savings totaling $19 million.
  • A manufacturing company in Southern California eliminated $900,000 in waste from hits operation within 12-months of implementation of similar strategies.
  • Another manufacturer in the United Kingdom increase pre-tax profits by 300% over a five-year period.
  • On a smaller scale a chimney sweep company with six teams and six vans to service its clients saved between $12-$18,000 within the first 30-days of the company leaders changing their approach to how they were communicating with their employees.

These results show that it is counter productive and ineffective for company leaders to continue to exert a command and control leadership style, while looking for ways to decrease payroll expenses by reducing their workforce.

Instead business leaders should be shifting their approach to one of “engage and enroll” to tap into their company’s most value asset, their human assets on the frontline.

This is one of the most powerful strategies to turn around any company’s financial reality in today’s challenging economy. And, best of all, it is also virtually the only strategy that will not cost a dime to implement.

If you’d like to learn more join me on for a FREE Teleclass on November 17th titled:

“3 Simple Secrets to Increase to Your Bottom Line: How Maximizing Motivation, Trust & Commitment in Your Workplace Makes the Difference in Today’s Challenging Economy!

Register here

Or, if you’d like more specific and direct help to improve your approach to leadership communication to transform motivation, morale and performance in your organization, feel free to schedule a private, one-on-one strategy sessionTo get your private, one-on-one private, strategy session go here

’til next time, make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results


Tony LaRussa Applies Level 3 Leadership Communication for 2011 World Series Championship

As I was watching World Series Game 7 Friday night, struggling with who to root for being that I’m historically a National League fan, yet also a big fan of Nolan Ryan and feeling the draw of wishing for success for a franchise dearth of a championship in its 50 year history, broadcasters Joe Buck and Tim McCarver mentioned veteran St. Louis Cardinals Manager Tony LaRussa’s approach to motivating his players for the biggest game of their lives after the team pulled off a momentum creating victory in Game 6th less than 24-hours prior.

The annals of sport history are littered with tales of coaches pre-big game motivational oratory, what I refer to as Leadership Communication Level 2. Most of these stories are depicted on Hollywood film’s such as Remember the Titans, Rudy and Miracle on Ice. Some of them are real, such as Miracle on Ice’s depiction of USA Olympic Hockey Coach Herb Brooks’ speech prior to the 1980 Olympics semi-final game against the Soviet Union, others are composites.

What doesn’t get the notoriety in these films, that are often more powerful and impactful on the successful end result of the story, is the one-on-one conversations coaches have to connect individually to their players at just the right moment. This is what I call Leadership Communication Level 3.

Now, according to the conversation between broadcasters Buck and McCarver, LaRussa, prior to 2011 World Series Game 7, did not make one of those Level 2 motivational speeches in the center of the locker room prior to heading out to the field.

No, LaRussa went around to each player individually, simply reminding them that despite their epic come-from-behind victory in Game 6 the night before, their job was not done and their focus must be on the job moving forward.

That is the difference between Leadership Communication Level 2 and Leadership Communication Level 3.

Neither is more right or wrong than the other. It depends on the situation. That’s why “situational leadership” is vitally important for leaders to master. The 3 Levels of High-Performance Leadership Communication is a leadership communication strategy that allows leaders to develop a solid approach to situational leadership.

You can learn more about The 3 Levels of High-Performance Leadership Communication by downloading my latest FREE white paper report (plus register to join me for a free telelcass on November 17th) at .

If you’re among the 44% of business leaders unhappy with the performance of their employees and direct reports and would like to immediately improve both the response and results you achieve with you may want to consider a Leadership Communication Strategy Session, where we will assess your present situation and identify specific strategies to address your most pressing issues and challenges with your present team so you can begin achieving higher levels of performance results.

To learn more and to schedule your private, 1:1 Leadership Communication Strategy Session, go here.

I look forward to speaking with you. ‘Til next time, make it a great week!

skip weisman, transforming leadership and workplace communication to deliver champion level results





P.S. – In a near future blog post I’ll be commenting on LaRussa’s major mis-communication with his call to the bullpen in Game 5 that could have cost his team the Championship.

Champion Leadership Tip #49: The Best Leaders Know Money Doesn’t Buy Success or Motivation

With the Major League Baseball World Series starting tonight with the Texas Rangers appearing for the first time in team  history I was reminded that they had the 4th lowest payroll of any major league team, “just” $55 million.

This is in significant contrast to the team they defeated in the American League Championship Series, the New York Yankees, whose payroll was $206 million.

Although this Major League example is a much different scenario than every day business, it provides a poignant, metaphorical example for ordinary business leaders that paying higher salaries and/or bonuses does not necessarily equate to higher performance.

Often times what happens in organizations is that providing an increase in salary or providing a year-end bonus that is not backed up with measurable performance results, usually creates only a higher paid, more wealthy dissatisfied employee.

Studies continue to show that a number of other factors come in front of money as a motivating factor for employees. Other key motivational factors include:

  • Interesting/challenging work
  • Co-workers and other team member relationships/attitudes
  • Relationship with their immediate supervisor
  • Recognition, reward and feedback

Usually money comes in #3 or below in surveys such as Gallup or the Wall St. Journal or Fortune Magazine’s “Best Places to Work” surveys.

As long as pay is deemed fair and provides a reasonable standard of living (it meets the fundamental requirements of Maslow’s heirarchy of needs), it is much less important than other environmental factors.

Yet, I find many business leaders who continually try and throw money at employees hoping to make them more motivated and engaged, only to find the enthusiasm and attitudes associated to that salary increase fade rather rapidly, like within 30-60 days.

It’s better for business leaders to focus on environmental factors and providing employees with greater control over their workplace, decision-making, interesting and challenging work, consistent recognition, appreciation and feedback will reap greater benefits than additional salary.

The money issue also becomes a dis-incentive often times when everyone on the staff is provided similar salary adjustments when there is an impression of significant difference in performance and contribution to the organization because of inconsistent and uncertain performance management processes.

If you would like to experience 7 powerful leadership lessons that can help you create a motivating work environment and engaged employees right away, check out “The Leadership Series,” which is on an anniversary special for just a couple of more days.

A few months ago I created “The Employee Motivation Equation” which provides a unique but accurate strategy to tap into the motivational needs of employees.

I encourage you to download “The Employee Motivation Equation” and take its accompanying assessment.

’til next time, make it a great week!

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Satisfied Clients Speak

"The work Skip did with our Information Technologies Division transformed how we communicate and work together, including bringing us a new identity and name, as the city’s Metro Hartford Innovation Services Department.

Skip’s ability to customize his approach and bring flexibility to our specific needs, situation and unique work environment, gave us just what we needed, when we needed it. He’s been a pleasure to work with and brought our organization high-value and a measurable return on our investment."

Sabina E. Sitaru, PMP MISM
Chief Innovation Officer
The City of Hartford & Hartford City Schools