Out of the Crisis.Org

[Louis Altazan]

Many times I have written on the topic of removing de-motivators. I am not sure I have been clear on exactly what a de-motivator is. I define de-motivators as things that either destroy motivation or block it from coming out, by removing the enjoyment of a job well done. De-motivators can clearly come in at least two types, tangible and intangible.

Tangible de-motivators are fairly obvious and I will post more on them later. By way of example a few are listed here:

• Having to do things with which we disagree to make a paycheck.
• Seeing clients unfairly treated or mislead
• Using substandard parts and tooling to do the job
• Being rushed to do a job
• Physical discomfort in the work place
• Working long hours with little time off.

What I would prefer to start with is the intangible de-motivators. Many of these may seem strange to today’s thought processes. I am convinced they are not only desirable, but necessary if we are to reverse the de-motivation so common in our society.

I believe we need heros, someone for people to look up to as a model. These are in very short supply. Certainly looking to the political arena will show few examples. People thrusting about, making and changing largely meaningless rules for personal gain. Most bosses are little better. Often a person largely “in it for themselves.” They create all sorts of schemes to get people to work harder, yet provide no example. They set goals and spout figures, they themselves have no idea the meaning of. While they may never be heard to say, “I don’t know,” by the results it is clear they do not.

Rather, their time might be better spent working on job enrichment. Learning what makes work interesting and working to accomplish the same. Providing training for interesting jobs. Creating an atmosphere where people will wish to and can afford to stay.

Training also needs to be accompanied by education. As Deming brings out in Point Thirteen, because a person fixes cars does not mean he cannot enjoy studying Plato. People need technical training to do the job and educational opportunities.

Management also needs to consider and understand ethics. It is far more important to learn to live ethically than to learn to manipulate in a more effective manner. To be motivated, people need, from management, examples and to have obstacles removed. They do not need prizes, incentives and manipulation. People want to do what is right, they need the tools, training and resources.

People need time to enjoy their accomplishments. Life is not a contest to see who can acquire the most. This can only be built into the culture of a business by management. Enjoyment is for every day, not only weekends. Not only must we celebrate accomplishments, we need to learn to see mistakes for what they are, an opportunity to learn. By working to eliminate internal competition, people can feel a part of a team.

A team is not a group of perfect beings. A team is a group in which the weaknesses of one are compensated by the strengths of another. Seeing each others strengths and not dwelling on the weaknesses must be the company culture. People must be able to expect justice, but compassion is as important. Doing what is right is more important than following the rules, rules are made to be changed. Sanity must prevail.

There can be no motivation without leadership. Deming was very clear on this in Point Seven. Leaders are decent people who treat people fairly because it is right. People do not wish to be coerced in order to receive fair treatment. Doing what is right should not have conditions attached. I do not believe people should have to jump through hoops to earn a living wage.

I have heard it said, “A great leader does not have poor staff.” I also think a leader that allows his enthusiasm to show, will generally have more enthusiastic staff. I chose this topic first, not because I feel it is easiest to accomplish. I think these principles must be incorporated into any plans for any meaningful improvement.

_________________
Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA

[Dave]

You make several good points. If a person does not have these basics most everything else is very hard to do.

Sadly, some of the management training I have seen portrays the employees as “slaves” to be used and abused for the owners gain. All that is important is to make the net profit margin. People are seen as a disposable commodity.

Thank you posting this series. I look forward to reading the rest of the posts.

_________________
David Wittmayer
Owner / Manager
Hansen Enterprises Fleet Repair, LLC
Camp Verde, AZ
www.hefrshop.com

[slimmv]

Hi Louis,

Every day is a blessing! After reading your post numerous times I realize my behavior is less like an appreciated blessing and more like a tolerated burden.

There are many items in the post that point to a need for improvement in my behavior. Just as an example today I allowed my furstration to show concerning the engneering on one red Cadilac. After thinking about it the guys couldn't possibly benifit from this kind of behavior. What are they to think, "All I have to work on is junk all day long". Seems far feched, think about it. Do we work on junk or do we work on our clients pride and joy for which he paid lots of money. Here I am, injecting this poison into there minds.

Sure I can point to the times where support is being practice by the leader. It is post like this one that makes me think. I believe I can become a better leader.

Thanks for your efforts

_________________
God Bless You!
Mike Viator

[slimmv]

Hi Louis,

You make excellent points. Here is an example from another field.

One of the companies I was employed by had a retreading shop. Defects were high, production was low and there were stacks and stacks of tires waiting to be processed. The owner sent me to the plant to see if production and quality could be improved. After all, he had heard that I was able to help another company using "That Deming Stuff".

To make a long story short, after working in the shop with the men I met with the owner.

These are some items that were discovered that we can pursue that might make a difference, the owner was told.

1- The cambers used in the curing process are being exhausted into the plant and are not vented to the outside. This tends to raise the temperature in the plant to 115 - 118 degrees at times. Now the plant has 3 cambers and they are being exhausted at different times so it is staying very hot most of the shift. The results are people are moving very slow and walk out of the plant for frequent breaks(who could blame them). The tread rubber on the tires that were waiting to go into the camber to be cured were moving on the tires sometimes falling off on the floor because of the extreme heat

2- There are 25 workers in the plant and very few had the training to do the job he was doing. Most of the workers were shown how to perform the task at their station by another worker in the plant (untrained of course)

No point in continuing.

The recommendations were.
1-Vent the Cambers to the outside and create air flow through the plant to decrease the temperature

2- I found a complete training module on tape. The worker could go through the training on tape for that work station and then go back to his station to practice what he had learned. There was one gentleman in the shop doing final inspection of the product that was a "Master Builder". This title means he had gone through and passed a formal training course over a number of years. He could be made the plant manager and put the workers through the training and then coach then at the station until they could perform the skill well.

He was not impressed.
First the building was rented and the contract stated no changes to the building and besides this would be costly and he wasn't making any money now. Wouldn't he like to make some?

Secondly, he didn't mind them taking a break as long as the production went up.

Training we don't have time for training. We have backorders and clients are complaining about not geting their retreads back on time.

This story is a part of my lack luster career as a consultant.
Thanks for the post.

_________________
God Bless You!
Mike Viator