- Adopt a credible motivating theme: You need a rallying cry that is connected to people’s positive emotions. Therefore, it is important to obtain the support of frontline supervisors who are respected for their integrity, real-ism, and unique ability to motivate their people.
- Prioritize what needs to change: To realize your cost imperatives you need to be clear on the frontline behaviors that are most important to change.
- Identify a “critical core” of positive motivators: Start with a dozen or so frontline supervisors who are well-known motivators (pride-builders); often the people who leaders turn to for “getting tough assignments done well.”
- Learn what they do that is unique: True pride-builders invariably do a few things that most other good managers do not do. Determine what they do differently to motivate their people in difficult situations.
- Enlist their active help: Once the “critical core” believes you are serious about needing their help, they are the best source of ideas for spreading their capability to others.
- Focus on a few key behaviors: Concentrate on the three or four frontline behaviors that need to change in order to drive lower costs. Pride-builders can motivate virtually any behavior, provided they understand which ones matter most.
- Build pride-builder bench strength: Develop a larger body of potential pride-builders (as many as 1,000).
- Develop informal “spreading” mechanisms: Formal mechanisms are never enough to enable potential pride-builders to connect with one another in ways that spread and reinforce positive motivational elements.
- Nourish this emerging community: Provide regular and clear information and credible stories about what produces cost containment behaviors. Find ways to ensure that it expands, circulates and builds momentum across the enterprise.
- Keep it positive, personal, and simple: It is all about getting a growing cadre of frontline supervisors who can connect emotionally to help drive cost imperatives.
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Resource: Jon Katzenbach | Senior Partner | booz&co. | HOW TO CUT COSTS—AND GET YOUR EMPLOYEES TO HELP
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