This document outlines key factors for creating a high-performance work environment where employees want to do good work and go above and beyond. It discusses establishing clear expectations, developing employee competence through training, gaining employee commitment, and creating a supportive work climate. Specific practices of good bosses are highlighted, such as inspiring employees to achieve high performance, setting clear goals and communicating effectively. The importance of building up employees rather than criticizing them is also emphasized.

1.
we develop the capability in you™
2
Good
Boss/Bad
Boss
2
Good Bosses provide
the key ingredients
that produce the right
circumstances for
Good
Boss/Bad
Bto perform
employees oss
2
Good
Boss/Bad
Boss
2
at their highest levels.
The High Performance Formula
The High Performance Formula has these distinct management practices that managers can apply
What Motivates People, Really?
daily to bring out the best in every employee.
BY RICK CONLOW AND DOUG WATSABAUGH
When we work with managers across the country, the most often asked question is, “How do you
Here’s a simple acronym for creating magic wand to wave environment can take to inspirewant to do a
Here’s a simple acronym for creating a high-performance environment where employees want to do a
motivate people?” It’s as if there is a a high-performance or a pill they where employees those who
good joblack motivation. The truth is that everyone is already motivated. It’s just that many
good job and routinely go the extra mile.
seem to and routinely go the extra mile.
employees aren’t passionate or committed to the things managers want them to do or accomplish.
Sure, the employees have a job and want to do it well enough to get paid and not get fired, but what is
it that will motivate them to want to do better, keep learning and go the extra mile?
In his classic Harvard Business Review article, “One more time: How do you motivate employees?”
Frederick Herzberg seems irritated by managers’ continued concern about motivation. Maybe we just
need to pay attention! According to his work, the factors that motivate most people are:
• Achievement
• Recognition
• The work itself
• Responsibility
High performance
• Advancement
High performance
This• Growth
This means reaching and exceeding company goals. It also means finding ways to become
means reaching and exceeding company goals. It also means finding ways to become
consistently better. Eventually, it turns into setting new company standards for results and
• Learning
consistently better. Eventually, it turns into setting new company standards for results and
redefining what is really possible. Good Bosses inspire people to achieve high jobs.
redefining what is really possible. Good Bosses inspire people to achieve high performance and to
Our opportunity as managers is to leverage these factors to enrich employees’ performance and to
sustain that money isn’t create alist. The where employees want to do it, too. It’s a functionjobpaying
sustain it. Good Bosses create a climate where employees want to do it, too. It’s a function of paying
Notice it. Good Bosses on the climate reason is that just as many people say money is a of
attention to their competence, commitment and theargues that the business ormore of kick in the
attention to their competence, commitment and the climate of the business or department. Bad
“dissatisfier” as it is a job satisfier. Plus, Herzberg climate of incentives are department. Bad
Bossesthan a know what to kick in the pants can be negative or positive, fear-basedbut monetary
Bosses don’t know what to do or don’t really care about it. They may talk about it, but it never gets
pants don’t motivator. A do or don’t really care about it. They may talk about it, or it never gets
done so performance gains are sustained.
incentive-based. Herzberg says both produce movement, not motivation. Movement means there is
done so performance gains are sustained.
a change in results, but largely because the manager took action rather than the employee. This lacks
Clear expectations
Clear expectations
Good performance starts with clear expectations and goals. It is all about to want to do the job better
sustainability. Motivation means the employee has an internal generator what we are doing, how we
Good performance starts with clear expectations and goals. It is all about what we are doing, how we
aremore effectively and isn’t influenced by an external reward or carrot. This produces more
or
are going to do it together, and why.
going to do it together, and why.
consistent efforts.
Competence
Competence
Competence means the employee’ssupport this and find employees most motivated or satisfied on
Total quality management studies job skills and knowledge. In any profession, the best performers
Competence means the employee’s job skills and knowledge. In any profession, the best performers
the job by:
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of
all
• Interesting and challenging provides more training to 18- to 20-year-olds than managers of all
play with effortless grace. Disney work
ages receive in companies all over the world. Whether they are superstars or not, professional
ages receive in companies all over the world. Whether they are superstars or not, professional
• Recognition
baseball players prepare in the winter and during spring training for the regular season and continue
• Feeling of prepare on things
baseball players being in in the winter and during spring training for the regular season and continue
to practice before games throughout the year.
to practice before games throughout the year.
• Benefits
• Pay
To compete today, managers need to educate and train their employees. We agree that companies
To compete today, managers need to educate and train their employees. We agree that companies
should hire competent people first, but then you need to keep them learning. “World-class” training
should hire competent people first, but then you need to keep them learning. “World-class” training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
quarterly training. It’s not always teaching people what they don’t know www.wcwpartners.com | their
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
© 2010 WCW PARTNERS
– it’s also fine-tuning 1
8
skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
current
work for consistently provide an average of 50 hours of training per employee per year. We will talk
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.

2. to practice before games throughout the year.
To compete today, managers need to educate and train their employees. We agree that companies 2
Good
Boss/Bad
Boss
should hire competent people first, but then you need to keep them learning. “World-class” training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
The High Performance Formula
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
current skills and refining what they are capable of doing. Fortune magazine’s 100Boss/Bad
Boss
2
to
Good
best companies
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.
Here’s a simple acronym for creating a high-performance environment where employees want to do a
Commitment
good job and routinely go the extra mile.
Commitment involves employee willingness and desire to do the job. Most people have this to a
certain degree, because they want a paycheck. It’s been said that the number one reason people go to
work is because the alarm went off to get them up. While that is stretching the truth, it emphasizes a
key principle. People go to work for their reasons and most people want to work. Theyoss/Bad
make2
Good
B need to Boss
a living and earn money to pay their way. They aren’t doing the job for free. The work and the
income create the motivation to do the job.
However, that’s not enough today. Business is tough and competitive. We need stellar
performances. How do you get people to go the extra mile routinely? Managers need highly
© 2010 WCW PARTNERS www.wcwpartners.com 5|
productive people. How do you get them to come to work because they enjoy it? How do you get
them to want to do the job better and better? We began to talk about that in Day 2 – “What
The High Performance Formula has these distinct management practices that managers can apply
motivates people, really?”
daily to bring out the best in every employee.
High performance Which employee will perform better, the one you consistently build up or the one
What do you think?
This means reaching and exceeding company goals. It also means finding ways to become
you consistently beat up?
consistently better. Eventually, it turns into setting new company standards for results and
redefining what is airlinepossible. has faced challenging times.to achieve high performanceprices and
As you know, the really industry Good Bosses inspire people Many blame it on high gas and to
sustain it. Good Bosses create a climate where employees want to do it, too. Why? They of paying
9/11. Southwest Airlines has prospered in this tough environment anyway.It’s a functionhave
attention tobetter competence, commitment and thecustomers than their competitors. Southwest
cultivated their relationships with employees and climate of the business or department. Bad
Bosses don’t know what to do or don’t really care about it. They in the industry. it, but it never gets
people want to come to work and they are the most productive may talk about
done other airlines have poorer sustained.
The so performance gains are relationships with employees and customers. One large airline has
this unspoken philosophy for employees: leave your brains at the door! Now there is a motivational
Clear expectations
Good performance starts withthis airline has been through bankruptcy and management continually
approach! Not surprisingly, clear expectations and goals. It is all about what we are doing, how we
are going to do it relationships with employees and the unions. Bad Bosses destroy employee
has contentious together, and why.
commitment and the desire to excel. Employees come to work because they need the paycheck and
Competence the motions. They can’t wait to leave and go home. Many start looking for a better
just go through
Competence means the employee’s jobare oblivious to this employee profession, the best performers
job. Unfortunately, most Bad Bosses skills and knowledge. In any condition.
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
These are the telltale signs of poor management practices:
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of all
ages receive in companies all over the world. Whether they are superstars or not, professional
• High turnover
baseball players prepare in the winter and during spring training for the regular season and continue
to practiceFew new ideasthroughout the year.
• before games from employees
• Not much employee feedback
To compete today, managers need to educate and train their employees. We agree that companies
should hire competent people absences then you need to keep them learning. “World-class” training
• More sick days and first, but
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
• Lower productivity
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
• Employee teamwork issues
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
• Poor customer service
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.
• Quality problems
Commitment
• Difficulty in maintaining good performance on priority company goals
Commitment involves employee willingness and desire to do the job. Most people have this to a
certain degree, because theygrievances or confrontations
• Numerous union want a paycheck. It’s been said that the number one reason people go to
work is because the alarm went off to get them up. While that is stretching the truth, it emphasizes a
• Inconsistent results
key principle. People go to work for their reasons and most people want to work. They need to make
living and Bad Bosses use the union as scapegoat. They the job for problems on and the
aBy the way,earn money to pay their way. aThey aren’t doing blame theirfree. The workthe union and
income create Quite frankly, to unions hammer out tough contracts because they can’t trust
the contract. the motivationthe do the job.
management to lead fairly, effectively or efficiently. The U.S. automobile industry is a perfect
example. Let’s not forget that workers fought to form unions to protect their rights and jobs from
© 2010 WCW PARTNERS www.wcwpartners.com
intimidating and abusive management practices. Management has no one to blame, but their own 5|
anemic leadership practices.
Good Bosses work with the union if there is one in their company. If there isn’t a union, good
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leadership keeps them www.wcwpartners.com | 28
out. Too many unions breed mediocre performances. That’s part of the reason
union membership is on the decline. Unions are often confrontational in their approach, too. We
have seen many examples in the media where this plays out. Where leadership inspires and

3. management to lead fairly, effectively or efficiently. The U.S. automobile industry is a perfect
example. Let’s not forget that workers fought to form unions to protect their rights and jobs from
intimidating and abusive management practices. Management has no one to blame, but their own 2
Good
Boss/Bad
Boss
anemic leadership practices.
Good Bosses work with the union if there is one in their company. If there isn’t a union, good
The High Performance Formula
leadership keeps them out. Too many unions breed mediocre performances. That’s part of the reason
Good
Boss/Bad
Boss
2
union membership is on the decline. Unions are often confrontational in their approach, too. We
have seen many examples in the media where this plays out. Where leadership inspires and
motivates employees through a high powered positive work environment, the union isn’t needed and
is quiteafrankly out dated for creatingbusiness world.
Here’s simple acronym for today’s a high-performance environment where employees want tooss
2
Good
Boss/Bad
B do a
good job andcompany faced aextra mile.
A Canadian routinely go the strike in Vancouver. The unions in British Columbia are as
demanding as any. Workers did strike, but the strike was short lived. When employees came back
to work, their performance skyrocketed. Why? Management didn’t hold any grudges. By using
the Good Boss strategies, they created a high-powered work environment. Through specific goals
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and upfront communication they cleared the air about issues after everyone came back to work.
New training was implemented; management became more hands on to work with customers.
Sales promotions and incentives were added. The management team focused on how to service the
customer better by becoming better leaders of people. They built people up and didn’t beat them
up. Motivation to excel and performance reached record levels. Business results became stellar in a
few short months. The management team inspired the team not the union.
The High Performance Formula has these distinct management practices that managers can apply
Climatebring out the best in every employee.
daily to
This is all about the work environment. Is it supportive or not? Good Bosses are supportive; Bad
High performance
Bosses aren’t. Climate involves:
This means reaching and exceeding company goals. It also means finding ways to become
consistently better.not negative, it turns into setting new company standards for results and
• Positive, Eventually, atmosphere
redefining what is really possible. Good Bosses inspire people to achieve high performance and to
• Clear goals, not vague visions
sustain it. Good Bosses create a climate where employees want to do it, too. It’s a function of paying
attention Listening, not telling commitment and the climate of the business or department. Bad
• to their competence,
Bosses don’t know what to do or don’t really care about it. They may talk about it, but it never gets
• Recognition, not criticism
done so performance gains are sustained.
Clear expectations not isolationism
• Teamwork,
Good performance starts with clear expectations and goals. It is all about what we are doing, how we
• Defined values, not rhetoric
are going to do it together, and why.
• A sense of purpose, not business as usual
Competence
Competence means the employee’s job not boringknowledge. In any profession, the best performers
• Fun and having a good time, skills and and routine
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
• Innovative, not same old same old
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of all
• Integrity, not disreputable practices
ages receive in companies all over the world. Whether they are superstars or not, professional
baseball players prepare inconfusion and during spring training for the regular season and continue
• Clear values, not the winter
to practice before games throughout the year.
When I (Rick) was growing up, our family would visit our two aunts over the holidays. When my
six compete today, managersIneed to educate and train their employees. We agree that companies
To brothers and sisters and trooped in, one aunt would rush us downstairs. We weren’t allowed
to come upstairs and had to be careful not to mess up to keep them learning.going to her house, and
should hire competent people first, but then you need her house. We hated “World-class” training
asthe equivalent of 5% of yourcause problems You might not have that kind of budget or a training
is a result, always seemed to payroll budget. and misbehave. Our other aunt loved it when we
came over. We could go anywhere Practically speaking, games for us to play. We likedmonthly and
department, but you don’t need to. and she always had you are committing to weekly, going there
and were training. It’s notevery time we did.
quarterly well-mannered always teaching people what they don’t know – it’s also fine-tuning their
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
The climate you create in your department or team sets training per employeeatmosphere and daily
work for consistently provide an average of 50 hours of the tone for the work per year. We will talk
employee behavior. Yet, each manager creates his or her own environment within his or her
more about this later.
department or area of responsibility. A manager in one of our seminars explained the Bad Boss
Commitment
scenario with this example.
Commitment involves employee willingness and desire to do the job. Most people have this to a
In my department, the manager comes in every morning, goes straight to his office andpeople theto
certain degree, because they want a paycheck. It’s been said that the number one reason slams go
door shut. He only comes went off to get them problem, and then issues commands and yells at
a
work is because the alarm out when there is a up. While that is stretching the truth, it emphasizes
somebody. It’sPeople go to work for their day, I stopped the people want to work. Theyit to his office
key principle. the same every day. One reasons and most manager before he made need to make
inliving and earn money to would be way. if he could talk to us and say hello.The work and the
a the morning and said it pay their nice They aren’t doing the job for free. He responded by
saying he didn’t have time forto do trivial bull____.
income create the motivation that the job.
To sum up, people are motivated for their own reasons, but managers influence this positively or
negatively with their leadership practices. Good Bosses learn and apply the High Performance
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Formula, which translates into specific leadership practices we identified in the Good Boss/Bad Boss
Test and that we will begin to discuss in greater detail.
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4. Good
Boss/Bad
Boss
2
Good
Boss/Bad
Boss
2
The High Performance Formula
Good
Boss/Bad
Boss
2
Here’s a simple acronym for creating a high-performance environment where employees want to do a
good job and routinely go the extra mile.
The High Performance Formula has these distinct management practices that managers can apply
daily to bring out the best in every employee.
The High Performance Formula has these distinct management practices that managers can apply
daily to bring out the best in every employee.
High performance
This means reaching and exceeding company goals. It also means finding ways to become
consistently better. Eventually, it turns into setting new company standards for results and
redefining what is really possible. Good Bosses inspire people to achieve high performance and to
sustain it. Good Bosses create a climate where employees want to do it, too. It’s a function of paying
attention to their competence, commitment and the climate of the business or department. Bad
Bosses don’t know what to do or don’t really care about it. They may talk about it, but it never gets
done so performance gains are sustained.
Clear expectations
Good performance starts with clear expectations and goals. It is all about what we are doing, how we
are going to do it together, and why.
Competence
Competence means the employee’s job skills and knowledge. In any profession, the best performers
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of all
ages receive in companies all over the world. Whether they are superstars or not, professional
baseball players prepare in the winter and during spring training for the regular season and continue
to practice before games throughout the year.
To compete today, managers need to educate and train their employees. We agree that companies
should hire competent people first, but then you need to keep them learning. “World-class” training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.
Commitment
Commitment involves employee willingness and desire to do the job. Most people have this to a
certain degree, because they want a paycheck. It’s been said that the number one reason people go to
work is because the alarm went off to get them up. While that is stretching the truth, it emphasizes
a
key principle. People go to work for their reasons and most people want to work. They need to make
a living and earn money to pay their way. They aren’t doing the job for free. The work and the
income create the motivation to do the job.
© 2010 WCW PARTNERS
© 2010 WCW PARTNERS
www.wcwpartners.com
www.wcwpartners.com
|
| 5
8
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8

5. Good
Boss/Bad
Boss
2
Good
Boss/Bad
Boss
2
The High Performance Formula Good
Boss/Bad
Boss
2
Here’s a simple acronym for creating a high-performance environment where employees want to do a
good job and routinely go the extra mile.
As a result, employees perform better.
The High Performance Formula has these distinct management practices that managers can apply
daily to bring out the best in every employee.
High performance
This means reaching and exceeding company goals. It also means finding ways to become
consistently better. Eventually, it turns into setting new company standards for results and
redefining what is really possible. Good Bosses inspire people to achieve high performance and to
sustain it. Good Bosses create a climate where employees want to do it, too. It’s a function of paying
attention to their competence, commitment and the climate of the business or department. Bad
Bosses don’t know what to do or don’t really care about it. They may talk about it, but it never gets
done so performance gains are sustained.
Clear expectations
Good performance starts with clear expectations and goals. It is all about what we are doing, how we
are going to do it together, and why.
Competence
Then the company has better business results.
Competence means the employee’s job skills and knowledge. In any profession, the best performers
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of all
ages receive in companies all over the world. Whether they are superstars or not, professional
baseball players prepare in the winter and during spring training for the regular season and continue
to practice before games throughout the year.
To compete today, managers need to educate and train their employees. We agree that companies
should hire competent people first, but then you need to keep them learning. “World-class” training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.
Commitment a company effectively requires other things of managers, application of the High
While running
Commitment involves employeeit takes to build high-performing job. Most people have this to a
Performance Formula is what willingness and desire to do the employees.
certain degree, because they want a paycheck. It’s been said that the number one reason people go to
work is because secret to leadershipto get them up. While that is consistent daily application and
a
If there is any the alarm went off and management, it’s in the stretching the truth, it emphasizes
key principle. this formula. workbottom line is, it works.
execution of People go to The for their reasons and most people want to work. They need to make
a living and earn money to pay their way. They aren’t doing the job for free. The work and the
income create the motivation to do the job.
© 2010 WCW PARTNERS
© 2010 WCW PARTNERS
www.wcwpartners.com
www.wcwpartners.com
| | 59
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6. Good
Boss/Bad
Boss
2
Good
Boss/Bad
Boss
2
The High Performance Formula Good
Boss/Bad
2.22
Good Boss Application | Boss
Here’s did you learn from the creating a high-performance environment where employees want to do a
What a simple acronym for high performance formula?
good job and routinely go the extra mile.
The High Performance Formula has these distinct management practices that managers can apply
daily to bring out the best in every employee.
High performance
This means reachingthat contributes company work environment? finding ways to become
What are you doing and exceeding to a poor goals. It also means
consistently better. Eventually, it turns into setting new company standards for results and
redefining what is really possible. Good Bosses inspire people to achieve high performance and to
sustain it. Good Bosses create a climate where employees want to do it, too. It’s a function of paying
attention to their competence, commitment and the climate of the business or department. Bad
Bosses don’t know what to do or don’t really care about it. They may talk about it, but it never gets
done so performance gains are sustained.
Clear expectations
Good performance starts with clear expectations and goals. It is all about what we are doing, how we
are going to do it together, and why.
Competence
Competence means the employee’s job skills and knowledge. In any profession, the best performers
continually practice and train to get better at their trade. A concert pianist puts in untold hours to
play with effortless grace. Disney provides more training to 18- to 20-year-olds than managers of all
ages receive in do today to begin to develop a supercharged, positive work environment?
What can you companies all over the world. Whether they are superstars or not, professional
baseball players prepare in the winter and during spring training for the regular season and continue
to practice before games throughout the year.
To compete today, managers need to educate and train their employees. We agree that companies
should hire competent people first, but then you need to keep them learning. “World-class” training
is the equivalent of 5% of your payroll budget. You might not have that kind of budget or a training
department, but you don’t need to. Practically speaking, you are committing to weekly, monthly and
quarterly training. It’s not always teaching people what they don’t know – it’s also fine-tuning their
current skills and refining what they are capable of doing. Fortune magazine’s 100 best companies to
work for consistently provide an average of 50 hours of training per employee per year. We will talk
more about this later.
Commitment
Commitment involves employee willingness and desire to do the job. Most people have this to a
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certain degree, because they want a paycheck. It’s been said that the number one reason people go to
where you’ll find the complete Leadership SuperSTAR training series and
work Boss/Bad Boss articles to help youoff to getmore effectiveWhile that is stretching the truth, it emphasizes a
Good is because the alarm went become a them up. leader!
key principle. People go to work for their reasons and most people want to work. They need to make
Toll free: 1-888-313-0514
a
living and earn money to pay their way. They aren’t doing the job for free. The work and the
income create the motivation to do the job.
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