Positive Motivation- Man is here for the sake of other men. -Albert Einstein

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positive and supportive culture
The French Philosopher Ren’e Descarates famously
declared “I Think, Therefore I am”

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positive and supportive culture
Complied & Edited by
M.KARIKALAN
karikalan@y7mail.com

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Content
Motivational Approach
Attitude
Team Play
Mentoring
Accountability
Lean Leadership

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Motivational Approach

5. Motivational Approach
‘It is the method and not the content that is the message...
the drawing out, not the pumping in.’
-Ashley Montagu
‘For a person to feel responsible for his actions he must
sense that his behaviour has flowed from the self.’
-Stanley Milgram
‘The meaning of your communication is the response you get. If
you are not getting the response you want, change what you
are doing.’
-Laborde 1987, p. 207
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6. Source:A Tool kit of Motivational Skills Encouraging and Supporting Change in Individuals -Catherine Fuller and Phil Taylor
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7. Man is here for the sake of other men.
-Albert Einstein
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8. The lack of ethics and integrity in the World has resulted in the creation of so
many no trust systems that often the no trust systems are more complex than
the systems they are trying to protect. A no trust system is a system
established specifically for the purpose of making sure that the original system
is not abused. For example, antifraud systems such as financial auditing
systems exist in every organization. Another example is the extensive
employee monitoring systems like security cameras, sign-in and sign-out
sheets, and time logs, all designed and put in place to make sure employees
stay on task. Most of these systems were created because of the employee
who is the “exception,” but the systems affect the morale and attitude of all
employees, including the trustworthy good performers.
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WORKING TOGETHER is the grand
principle of management
The superstar can’t win the game alone!

10. Attitude isn’t everything, but it is the main thing that
affects everything.
—John Maxwell,
Author, 12 Irrefutable Laws of Leadership
Attitude isn’t everything, but it is the main thing that
affects everything.
—John Maxwell,
Author, 12 Irrefutable Laws of Leadership
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11. skills are a must, and mixed with the right attitude. It’s your attitude
functioning through your skills that will determine whether you fly
or fall. If you have the right attitude, you have the necessary edge to
get promoted, noticed, and acknowledged. If you have the same set
of skills that 100 other people have, the one facet that will separate
you from the crowd is the right attitude.
separate from the crowd is the right attitude
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12. The distinction that will separate the ducks from the eagles is attitude. An
eagle will be more open-minded to learning the necessary skills, and possess
an attitude that will bring about superior end results.ight attitude.
Success—starts with attitude.
Improvement—starts with attitude.
Getting new business—starts with attitude.
Better customer service—starts with attitude.
Winning—starts with attitude.
A better relationship—starts with attitude
Earning more money—starts with attitude
Losing weight—starts with attitude
Getting the sale—starts with attitude
Getting hired—starts with attitude
All start with attitude.
Attitude……….
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13. The right attitude put into action can help you achieve the following
results:
_ Sell more—lots more
_ Keep clients and attract new ones
_ Improve personal relationships
_ Attract new opportunities
_ Overcome obstacles and setbacks
_ Get up, moving, and grooving
_ Get hired and promoted
_ Become driven to achieve goals
_ Make someone’s day
_ Be more innovative and creative
_ Win!
_ Live longer and healthier
_ Be more attractive!
_ Get along better with others
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14. Where Does Our Attitude Come From?
Our attitude is a creation of our thoughts and feelings. These
thoughts and feelings can derive from many sources. They may
come from our past experiences. They may be shaped by the
stimuli we surround ourselves with: family, coworkers, or
friends. They may come from what we listen to, watch on
television, and read. Combined, we have many elements
contributing to the thoughts and feelings, all of which determine
the form our attitude will take at a given time. Whatever feeds
your mind and emotions also feeds your attitude.
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15. Attitude Vultures
Here are 10 attitude ‘‘vultures’’ (vicious hungry birds that want
to devour your life)
1. Anger
2. Laziness
3. Fear
4. Self-doubt
5. Inflexibility
6. Misplaced priorities
7. Oppressing your ‘‘fun factor’’
8. Defensiveness
9. Judging others
10. Hatred
Source: A KICK in the ATTITUDE
An Energizing Approach
to Recharge Your Team,
Work, and Life
Sam Glenn
The Attitude GuyTM
JohnWiley & Sons, Inc.
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16. Team play means the sacrifice of one’s individual feelings for the sake
of the unified effort. It doesn’t mean that you don’t express your own
views but your objective is not your own advancement. Rather you’re
working for the correct solution to some problem.
Team play
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17. Team play—it’s each individual on a team doing his job to the best of
his ability and the combination of each person with each other leading
to an objective. It means fulfilling your assignment on a project to the
best of your ability to the end that the objective is met in a timely and
efficient manner. That’s team play.
The skilful boss uses ideologies such as team play adroitly, counting on
subordinates to get the message and do what he wants.
Team play
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18. If everybody talks about failure, you’re going to fail. Happy people are
nicer to be around. It’s important to be an up person. And to keep an
up perspective.
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19. Team players display a happy, upbeat, can-do approach to their work and to
the organization.
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20. An accurate understanding of the particular needs of each individual who
is considering change is sought, without judging, criticising, labelling or blaming.
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21. All members of a team should be familiar with and use
the chosen methodology throughout their projects.
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22. A methodology is a set of guidelines or principles that can be tailored and
applied to a specific situation. In a project environment, these guidelines might
be a list of things to do. A methodology could also be a specific approach,
templates, forms, and even checklists used over the project life cycle.
*Methodology
Source : The World of Corporate Managers- Robert Jackall-OXFORD UNIVERSITY PRESS
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23. MENTORING IS an organizational practice whose time has come. In today’s
competitive business climate, the need for continuous learning has never been
greater. At the same time, the hunger for human connection and relationship has
never been more palpable. Because mentoring combines the impact of learning with
the compelling human need for connection, it leaves individuals better able to
deepen their personal capacity and maintain organizational vitality in the face of
continuous challenge and change.
Mentoring is also a smart way to do business. Organizations that continuously create
value for mentoring achieve amazing results. They report an increased retention
rate, improved morale, increased organizational commitment and job satisfaction,
accelerated leadership development, better succession planning, reduced stress,
stronger and more cohesive teams, and heightened individual and organizational
learning.
MENTORING
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26. Accountability
Accountability has become the key driver for organizational learning, performance, design,
and behaviour; as such, it has a multiplier effect. Without shared accountability, it is nigh
unto impossible for an organization to effectively achieve its vision and create the positive
energy necessary to get desired results. This requires a broader and deeper approach to
accountability. For mentoring in the organization to be on a steady, productive course, each
of the accountability processes should be clear, owned, multilayered, proactive, achievable,
and self-perpetuating. Let’s examine these core criteria.
• Clear. Accountability requires clarity at the forefront. Clarity is the
key to meeting expectations and fulfilling roles and responsibilities; it
encourages self-direction and helps avert false starts and potential problems.
Indeed, as Lencioni has said, “The enemy of accountability is ambiguity”
(2002, p. 214). To hold someone accountable, what is required of
them must be made clear.
• Owned. Personal and organizational accountability go hand in hand.
Shared ownership for accountability creates a supportive climate that promotes
productivity and energizes sustainability. Ownership does not come cheaply, however; rigor
is required (McCall, 1994).
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27. • Multilayered. Accountability cascades through the many layers of an organization.
Individuals accept self-accountability where and when appropriate, teams embrace
accountability, and the organization as a whole supports and creates value for
accountability by consciously fostering it throughout the organization.
• Proactive. Accountability paves the way for the future. It is not about what was but
what will or what can be: “The real value and benefit of accountability stems from a
person or an organization’s ability to influence events and outcomes before they
happen” (Connors, Smith, and Hickman, 1994, p. 64).
• Achievable. Accountability becomes just a lofty ideal if it is not achievable.
Achievability requires a solid grounding in reality, ensuring that adequate human and
financial resources are available and an action plan is in place.
Source: Creating a Mentoring Culture
The Organization’s Guide
Lois J. Zachary
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Lean leaders are only human beings. Therefore, they typically conduct themselves in
a manner that reflects their authentic personality. If individuals are generally grumpy
and negative toward change, their management techniques will demonstrate that,
and they will affect the morale of others through their body language as well as their
words. Speaking negatively about Lean around your people will not generate a
following. This also is the case with your middle managers and supervisors. You are
going to find a mix of resistance and buy-in; and if you have middle managers bad
mouthing Lean, you need to address the issue. Their negativity will only wear off on
their direct reports.
Lean leaders

29. Individuals who are happy and positive tend to lead in the same manner.
Lean leaders who do not let negativity influence their actions will create a
following of positive thinkers.
In a way, today’s leaders have lost a sense of reality. After all, treating
people ethically is not like performing open heart surgery. It does not
require week-long seminars and workshops to learn how to be nice. I enjoy
leading people because of its simplicity. While leading a company is a
monumental task, leading a group of employees is relatively easy. What
follows is my concept of how to make Lean leadership easy and pleasant
for yourself as well as those you lead.
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30. Principle
The quality of the processes is
paramount – we must speed up the
processes but not hurry up to do it
wrong.
Principle
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31. Principle: Every man-made process can be improved by man.
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32. One important skill that project managers and team leaders need is the
ability to facilitate a team. Facilitation is the art of leading effective team
meetings. It involves designing and using meeting processes to enable a
team to reach timely agreements through effective discussions and
behaviours. Good facilitation requires knowledge of meeting tools and
techniques, team dynamics, and human factors. Facilitation is about
helping a team make good decisions. That often requires encouraging
debate, hearing all sides of the issues, and stretching people to think
differently. Highly effective facilitators have the ability to read people and
situations and to apply the right processes at the right time.
Source: Human Factors in Project Management
C O N C E P T S , T O O L S , A N D T E C H N I Q U E S F O R I N S P I R I N G
T E A M W O R K A N D M O T I VAT I O N
Zachary Wong
TEAM
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