The Intelligent Motivation System (IMS)

By Jim Cathcart

Intelligent Motivation(tm):

is determining what is important, 

identifying what action is needed and 

doing what is necessary to generate and 

sustain that action. 

Conscious, Intentional & Relentless Action 

Firm Standards, Clear Agreements, Meaningful Work, 

Accurate Measures, Appealing Rewards 

The more I work on "Intelligent Motivation (tm)" the better shape it takes. 

There is now a System to bring it together. Whenever I consult with a client organization these are the areas upon which I focus. 

• Firm Standards 
• Clear Agreements 
• Meaningful Work 
• Accurate Measurement 
• Appealing Recognition & Rewards 

In order to truly motivate people there needs to be a comprehensive approach to the task. 

Motivation requires "Motives" and for people to have the right motives we must assure that they understand the purpose and value of what we are asking them to do. 

When people find meaning in what they do they tend to add more value to what they do. 

Firm Standards: 

If you study the world's most impressive and successful organizations you will invariably find that they have high standards and they stick to them. At Disney, Hallmark, Four Seasons Hotels, and many more top companies the insistence on high quality work and adherence to rigid guidelines is NON-NEGOTIABLE. You either do it their way or you find somewhere else to work. Period. The same is true for the U.S. Marines. 

"If you don't belong here, see ya'. "

These high standards are what allows the organization to produce a consistently high-quality result. If they were to relax the standards to accomodate some less prepared or under-privileged person then their product would suffer and ultimately, so would their reputation. On some things we can never afford to compromise. On others, discussion is still open. 

Clear Agreements: 

A familiar organizational problem is Missed Expectations. 

Someone did what they thought was expected and found that their leader was expecting something else. Why? Because people don't often clearly communicate their expectations. 

How many times have you heard these words, 

"But I thought that's what you wanted me to do?" 

What an avoidable problem! There are proven ways to avert this and to develop better communication processes. One of these is the use of "Role Agreements." 

A role agreement is similar to a job description except that it doesn't describe tasks. Instead it defines three items: 

1. What the person is paid to accomplish. 

2. An overview of their areas of responsibility. 

3. A description of what you expect from them and of what they expect from you. 

This is not "given" to them, it is created with them so that they own it too. 

When expectations are clear, problem solving is easier. So is performance evaluation. 

Meaningful Work: 

People need to understand the value of doing a good job. They need to see how their work will make a difference to someone somewhere somehow. Without this they are just a machine producing "output." That is a pretty depressing role for anyone. 

"Does this really matter to anyone?"

We, as leaders, need to define the meaning in every aspect of our operations. All employees and participants need to see the value they are passing along. This gives them a sense of purpose, and purpose is motivating. When we talk about how our customers benefit from our product or service, when we tell stories of the value we provide, our people take more pride in their work and feel more dignity in doing it. 

Accurate Measures: 

Things that are measured tend to improve. Whatever you measure becomes real and tangible. People start to take it more seriously and they can see the relationship between actions and outcomes, causes and effects. If I know that you are measuring the times I arrive at work each day then I'll pay more attention to being prompt. If I don't think you measure the cost of goods used in producing my work then I'll probably have more waste than the person who closely monitors the cost of goods. 

In sports the statistics are pure gold. Batters know how success they have been against left handed pitchers in the first 50 pitches versus the last 50. Golfers and runners keep statistics to see whether they are on target or getting off track. 

Winners keep score...of everything! 

We can practice Behavioral Economics in many areas beyond the usual statistical reports and balance sheets. I believe we should be seeking to quantify everything reasonable. For example: we can measure the number of compliments we hear on the job each day, the frequency of do-overs (more than double the cost of work done right the first time), the number of new ideas we get in a given month for process improvement, the amount of time we spend helping others solve problems, etc. Everything we track causes us to notice more about it and to make better decisions related to it. 

Noticing More: The person who notices more see more options and possibilities, and that person has an edge over others. 

The more you notice, the more you know. 

The more you know the more options you see. 

The person with the most options usually prevails. 

Appealing Rewards: 

When we design an awards program or a recognition system it should be comprehensive and tailored. Comprehensive enough to utilize all of the available forms of recognition and reward, yet tailored to the unique interests, values and personality of the person being recognized. 

This requires some creativity and empathy. We must get to know each other better and we must think beyond the usual "box" of rewards. 

"But that's not what I was working for."

John may be very motivated by a trip to Hawaii and Janelle might find it unappealing. She, however, might respond well to a scholarship for advanced learning while Jason might not. Some people love plaques and certificates, some don't. Some get turned on by the offer of a bonus check while others respond better to a pat on the back and a sincere thank you. 

The system we design for motivation needs to incorporate all of the foregoing elements. 

This needn't be daunting. We can keep it simple and systematic so that nobody has to go back through intense training just to get this done. It is just a matter of making everything work together for the good of the Cause. 

Give me a call and let's see how your own Motivation System can be made more Intelligent. 

Intelligent Motivation: 10 Qualities of Keepers (tm)

By Jim Cathcart

"Keepers" is the term I've applied to Productive Employees. These are the folks that you love to have in any company, whether you are a coworker, a customer or its owner.
Keepers are people who you want more of. You want to work with them more often, and you want keepers in every role in the organization. If you could find enough people like them you could change the world. 

Here are a 10 traits that define Keepers:

• Proactive: They exert initiative; when they see a need they just fill it. They don't wait for others to take action. 
• Honest: They tell the truth. In business the only news that is useful is the truth. And if it is bad news it is vital that you learn it soon. 
• Problem Solver: They get the job done. They don't just "try" to do things, they actually do them. Effort isn't worth much if it doesn't produce the desired outcomes. 
• Self-Reliant: They address their own needs. If they need information they go and get it. If they need resources they find them. If they need rest they pause and refresh. If they need assistance they ask for it. 
• Cooperative: They reach out to others. They realize that none of us is as smart or as capable as all of us so they think in terms of the entire team, not just their own ego. 
• Grateful: They appreciate others and are grateful for the "blessings" they have. Keepers are constantly thanking others for the jobs they are doing, thanking their bosses for the support and benefits, thanking their customers for doing business here. Others want to be around them because they exude gratitude. 
• Positive: They think optimistically. They look for solutions not just problems. They assume that "somewhere, somehow, there is a way." This causes them to see opportunities that others overlook. 
• Growing: They look for ways to become worth more to their customer and employer. Lifelong learning is their commitment and they don't wait to be sent to a seminar when they can get the information on their own. They realize that anyone who has stopped improving is now slowing dying. 
• Contributor: They don't waste time waiting to be told what to do. They look for productive ways to fill their time at work, ways to "move the ball closer to the goal." And they suggest improvements. 
• Curious: They want to learn not just how things work but also why they matter. It is said that, "The person knows HOW may have a job, but the person who understands WHY is their boss." 

Keepers are the people who make this world a great place to be. The more productive employees a business has; the more customers it will have and the less employee turnover. 

Other people like to work with Keepers. 

Atmosphere Matters 

Keepers go nuts in a bureaucracy where there is all process and little production. They need a sense of meaning and purpose, so they constantly seek to make a contribution or produce an outcome. When the boss is unappreciative of their work, they tend to look elsewhere. 

Two things that keep people productive are: Meaning and Appreciation. 

The more meaning we find in our work, the more value we will bring to it. 

The more appreciated we feel, the more we are motivated to earn even more appreciation. 

A business owner friend of mine once said, "I don't give my employees much feedback unless they are on the wrong track. Then I correct them. They know when they are doing right because I don't say anything." 

I told him, "If I worked for you I'd shrivel up and die! I NEED acknowledgement and feedback." So do most people. 

Two things we all want to know are: 

1. Does what I'm doing really matter? 

2. Does anyone here care about me? 

When we get good answers to those questions our world turns bright and our work usually shows it. 

Systems Matter 

The smart companies put systems in place to assure that people always see the value in what they are doing and realize that they are valued by their company and coworkers. 

One of my friends who specializes in this area is John Schaefer. His company is called SRG: Schaefer Recognition Group. He talks about the Umbrella Strategy. 

This is where you take all, and I do mean ALL, of your forms of acknowledgment, reward and recognition and weave them into a comprehensive strategy for showing your people that you care. 

John stresses that recognition programs must be measured. There must be an orchestrated system and all parts of it should be trackable so that you KNOW what is working and how well. 

Why not do an inventory right now of your Keepers? 

Take a sheet of paper and just list all of the Keepers in your organization. Then study the list and reflect on it over the next week. See what you notice. 

I think you will find patterns in your Keepers that can be used to find future Keepers and to develop current team members to the Keeper status. 

If you'd like some help with this process, give me a call. 

In the Spirit of Growth, 

Jim Cathcart 

www.cathcart.com 

I'll share one of John's brochures with you so you can see the approach I'm recommending. 

Intelligent Motivation for a Challenging World

By Jim Cathcart

Once on a plane my seatmate asked what I did for a living. When I told him I was a motivational speaker he replied, "I don't believe in motivation because it doesn't last." The flight attendant standing nearby said, "Neither does a bath but it's still a good idea now and then."

Of course motivation doesn't last. Nor does eating, emotion, exercise or scores of other things. But they still have value for us.
Motivation needs to be intelligently done. It's not about just generating energy around an idea or getting "pumped up" about something. Motivation is about acting on motives.

Motive + Action = Motivation

Simple motivation is merely generating enthusiasm. It is occasionally useful and effective but hardly lasting or of strategic value. Intelligent Motivation, on the other hand, is determining what is important, identifying what action is needed and doing what is necessary to generate and sustain that action.
Our new Cathcart Institute, inc. by-line is:
Intelligent Motivation
for a Challenging World.

At a recent convention I attended the cocktail reception the night before my keynote speech. Upon learning that I was the next morning's speaker a man challenged me with this request, "Since you're our 'Motivational Speaker' how about motivating me?" I smiled and asked, "To do what?" He replied, "I don't know, just motivate me." I playfully replied, "I could do that but then I'd have to bill you." Then I went on to point out that without a clear Motive there can be no motivation.
We must have something worthwhile to act toward and we need to be careful and intentional in selecting our targets. I teach people how to determine what matters to them and how to identify ways to get themselves to do what needs to be done when it needs to be done even when they don't feel like doing it and to still do it very well.
Allow me to repeat that: Self-Motivation is when people Get themselves to do what needs to be done when it needs to be done whether they feel like it or not and still do it very well.
Let's agree that if a person is not "motivated" to do good work then they probably won't do it. And if a person has no self-driven motive for excellent performance then they will have to be continually motivated by others. Motivation is absolutely essential to the success of any endeavor. We've trivialized it for far too long. It matters and it is urgent, not optional.
In a business where there isn't much self-motivation the leaders can never rest because they are the only ones holding things together. Conversely, where the people have been taught how to become and stay motivated the leaders can loosen their grip on supervision and focus on the highest payoff activities for their own talents. The more self-motivated your people become the easier it will be to lead them.
Let's also be intelligent about identifying which goals to pursue and our motives for doing so. Then let's select the best actions to take and the strategies for sustaining those actions.

Intelligent Motivation(tm):
is determining what is important,
identifying what action is needed and
doing what is necessary to generate and
sustain that action. 

When you or your team need some Intelligent Motivation please give us a call, we'd love to work with you.
www.cathcart.com
800 222 4883

What are you afraid of?

By Jim Cathcart

Today is Halloween, so what scares you?
The economy, the climate, the extremists with weapons, the news?

Tonight people will be dressing in crazy and spooky attire and posing the eternal question:
"Trick or Treat?"
Originally that was a Halloween evening request for a bribe to keep "goblins" from doing some mischief. Today I think it's still being asked in far too many ways apart from this holiday. We are being tricked too often.
There are new products and special offers that don't live up to their promise. Vendors are advertising that they truly care about their customers but we find that they treat us like just another revenue carrier, a person bearing money, instead of a client.
As Michael Crichton, the author and screenwriter said not long ago, our biggest challenge is in determining who and what we can trust.

When anyone can put together an impressive video promo, or a fancy press kit with great graphics. When even the crooks know how to look credible and sound trustworthy, who do we trust?
Internet scams, once so transparent as to be laughable, are becoming quite convincing. Most of us know better than to send seed money to Nigeria so that some political refugee can share their millions with us, but it's hard to resist a convincing request for our private data when it comes from a known company with logo, copyright, and wording just like the real thing.

In this environment we all become skeptical. We've long ago learned not to trust what politicians promise us during the campaigns. We've seen decades of infomercials offering the world's greatest hidden discovery for only $19.95...but wait! There's more! Act now and get two of the items plus the special bonus and we will pay the shipping! For the next 100 callers we will....(promise you the Moon).

Trust is and will be the primary commercial currency of this decade. We must not only offer to be trustworthy, we must scrupulously live up to it. We must over-deliver on our promises and guard our reputations as fervently as we guard our money. We've got to learn once again how to be a best friend to our customers and become loyal to them long before we expect them to be loyal to us.
So, let's all pledge to stop scaring people, and start earning their trust.

Happy Halloween,
Jim Cathcart

For the latest ebook version in the Relationship Selling Series: click this link "Customer Loyalty"

Cathcart Institute, inc. has a new logo

By Jim Cathcart

There's nothing quite like running out of business cards to make you rethink your "look." I used up the last of my cards from the 2002 Era recently and took a new look, not just at my Press Photos but also at our corporate symbols.
Our primary business is and always has been "Helping People Grow". That was the slogan I adopted in 1976 when I founded the institute. The emphasis of our work is helping people to tap more of their potential and showing them their opportunities for growth.

The new logo uses our Nature Green and Earth Brown colors along with our icon, The Acorn.
And it incorporates a new element, a person.
In a configuration that implies a C and an i, it shows a person emerging from the acorn, arms spread, head up and charging enthusiastically into the future. Since the Acorn is a universal symbol for Nature and Potential, this takes that image one step further and highlights the result of our work rather than just the focus of it.

Our fields of work are still Motivation; through speeches, seminars, books and recordings, plus Strategy; through consulting, coaching and collaboration, and then Training; for sales, leadership, and communication.
We welcome your comments and observations about the new logo and your inquiries as to how we might help you grow your company, your people or your own potential.

Dress for the position you want

By Jim Cathcart

Last week I was in Portland, Oregon for a speaking engagement at the Hilton Portland. At the end of my speech a woman walked up to me and said, "I was in your audience back in the 1980s, in Chicago I think, and something you said that day made a big difference in my life." I smiled and asked what I had said.
She said, "You told us to dress for the position we want rather than for the position we were in. I followed your advice and it really paid off for me. I still follow that advice and share it with others."

What an inspiring comment! It warmed my heart to hear that an idea I had shared was still paying dividends for the audience.
The essence of my message back in Chicago was: people judge us by our appearance as well as our behavior and even though we don't necessarily look like we truly are, our appearance is our choice. We have chosen a particular look because it makes us feel comfortable or expresses something we feel.

The trouble is, we often don't choose our "look" very intelligently. I believe that we could all benefit by dressing and grooming ourselves as if we were already in the next position we aspire to reach. If you are a manager, dress like an executive. If you are a new sales person dress like a veteran sales leader. You get the idea.

Dress for Success was the title of a book by John T. Molloy, published in the 1970s. It was one of many that proved the value of choosing to carry yourself, dress yourself and conduct yourself as the person you intend to be instead of simply the person you currently are.

Remember my "Daily Question" from my book, The Acorn Principle:


In the Spirit of Growth,
Jim Cathcart

iLearningGlobal.tv Bite Sized Motivation

By Jim Cathcart

The Next Generation of Motivational Training has arrived!

My First Generation: In 1974 I sold motivational messages on cassette tapes in Little Rock, Arkansas.
The tapes were recordings made by Earl Nightingale, "the dean of personal motivation". Each was about 20 minutes long and very inspiring. I sold them as a system of self-training that could be used to transform your life.
It wasn't just hype, I had done it and others were too. The "Human Potential Movement" was in full swing!

People nationwide were flocking to Motivational Rallies and buying self-improvement books by the truckloads. If you were a professional speaker then your calendar was full of bookings. I was doing about 120 speeches a year in the late 1970s. It seemed that folks just couldn't get enough of the knowledge and skill that came from these sources.
One problem was, I had to sell people on the concept of listening to tape recordings as a form of learning and then I had to sell them the tape player and batteries so they could listen to them. Most people still had 8-tracks in their cars!

My Second Generation: (The reason I say "My" is because much came before me but, for me, this was all new.)
During the 1980s everyone got on board the audio learning bandwagon. Instead of just a few gurus like Earl Nightingale, Paul J. Meyer, and W. Clement Stone, we now had dozens of new personalities bringing exciting messages. Tony Alessandra and I created a six tape audio album with Nightingale-Conant Corporation (the dominant audio publisher at the time) and so did: Denis Waitley, Zig Ziglar, Norman Vincent Peale, Tom Hopkins, Nido Qubein, Cavett Robert, Don Hutson, Ty Boyd, Ken Blanchard, Charlie "Tremendous" Jones and even Tom Peters. New personalities were emerging almost weekly: Brian Tracy, Mark Victor Hansen, Steve Brown, Robert Henry, Patricia Fripp, Danny Cox, and I could go on and on. The National Speakers Association (NSA) had become a breeding ground for people with something to say and the ability to say it powerfully. If you had a cassette album in the 80's you had a following.

My Third Generation: In the 1990s books came to the forefront. The concept of self-improvement was now mainstream. People expected to be "life-long learners." Books exploded into the marketplace bringing even more new authors and experts. What was rare in the 80s was now commonplace: Business and Self Help books were on top of the bestseller lists.
The Walkman started the decade as the consumer's preferred audio resource but the CD closed the era. Digital communication had hit its stride. I was learning to do web conferencing and refining my website while collecting email addresses instead of street addresses. We created online universities and all sorts of new digital products. Video emerged as the hottest new medium but people were still bound to their video players and later DVD players. Blockbuster and others made home movies a strong alternative to theaters as the preferred venue. The People's Network brought us The Success Channel on Dish Network.

My Fourth Generation: As the century changed so did the learning styles. Mpeg and iPods began to show up in the fitness centers and cars. People started wearing headsets everywhere. The desktop computers of the 90s were quickly replaced en masse by laptops. Portable computers made Starbucks the office of choice. Then Blackberrys and now iPhones kept us even closer to our resources. iTunes and its offspring made music omnipresent: in cell phones, nanos, laptops and more. Tivo gave us the power to control how and when we watched our favorite TV shows. Our world was transformed! And so was how we learn. Websites gave way to Blogs as the dominant delivery mode for business information. Online shopping edged out brick and mortar shops. TSTN.com brought us motivational programming through our laptops.

And now...The NEXT Generation!
What used to live in the public library now lives in your pocket. What used to be hidden in books awaiting your gaze now lives in e-books with links, photos, video clips and more through your notebook computer or cell phone. What was once happily condensed into 30 and 40 minute presentations is now coming to you in 6 minute lessons. And it is still inspiring and fresh information delivered by experts and gurus in their various fields. Podcasts have evolved into bite sized lessons that we can select. No more streaming linear programming where you have to wait for your favorite to come up in the queue. Now you get to select the expert and the topic you want and voila! it is there in your digital device with both video and audio at your command. iLearningGlobal.tv has taken the next logical step in delivering information and motivation.
This is the closest thing to having the experts waiting nearby and walking along with you while sharing their messages.
You are now the driver and you select and control the information flow.

I'm proud to be a new faculty member of iLearningGlobal.tv along with my famous friends and colleagues. Come visit us and view programs from: Tony Alessandra, Brian Tracy, Don Hutson, Scott McKain, Shep Hyken, Al Walker, Dr. Paul Green, Karyn Buxman, Patricia Fripp and many more.



Check out the programs on your preferred digital device today: http://www.ilearningglobal.tv
and, if you want to grow a business around self-development check their marketing system:
http://www.ilearningglobal.biz/jimcathcart.

United Nations Speech by Jim Cathcart

From: Cathcart Institute, Inc. 

The Global Speakers Network is a part of the International Federation For Professional Speakers. Their 2008 Annual Meeting was held at the United Nations Headquarters in New York City on August 5, 2008 and the keynote speaker was Jim Cathcart, past president of the National Speakers Association (USA) and member of the Speaker Hall of Fame. 

The members who attended this event were the Presidents and key officers in their respective countries around the world. IFFPS president Joe Sherren addressed the 2,000 assembled members of the United States' National Speakers Association and then passed the gavel to incoming International President, W. Mitchell from the USA. 

After a tour of the UN facilities including the General Assembly, and a one hour breifing by one of the UN staff executives the group enjoyed a cocktail reception on the 4th floor deck overlooking the East River, followed by a dinner at which Jim Cathcart was the keynote speaker.

The essence of Mr. Cathcart's speech was: 

The Power, Privilege and Responsibilities of the Platform.
Some of his key points were:

• Others are watching your example and depending on your performance.
  
• Asking others to help is a sign of strength.
  
• You are only using all your strength when you reach out to others.
  
• Organizations are organisms not machines. They are living systems.
  
• The essence of the organization is the interactions among the participants.
  
• Developing yourself is essential so that you have more to give.
  
• To get others involved remember: People go where they get value and where their friends are.
  
• Find out what they consider to be valuable and how they decide who are their friends.
  
• Your decisions and actions will determine the future of your country's speakers association.
  
• What you do matters, a lot, and others are looking to you for leadership.
  

Incoming president Mitchell provided closing comments and inspiration to all attendees.
For more information on the International Federation go to: http://www.iffps.org. 

To schedule Jim Cathcart for your events contact: http://www.cathcart.com 

NSA Rocks! 2000 speakers in one room...no listeners?

By Jim Cathcart

Right now I'm at the Marriott Marquis Hotel in New York City with about two thousand other members of the National Speakers Association. This is our annual convention for this four thousand member association and as you can see about half the members spend the time and money to attend the five day annual meeting. You really ought to see this. 

There are authors, motivators, trainers, coaches, consultants, subject experts, media personalities, speakers bureau owners, celebrities and staff members who support them. The convention agenda itself is 40 pages long! 

All of this was started in 1973 when professional speaker Cavett Robert gathered a few of his colleagues and suggested that they work together to create a larger market for speakers, a "bigger pie" he called it. Well folks, it worked. Today the market for adult education, motivation and corporate performances is in the hundreds of millions. The meetings industry comprises numerous organizations that chose to join hands with NSA as each built their piece of the industry. 

As a past national NSA president and a member of the Speaker Hall of Fame I have a dozen official events to attend or preside over during this week, all the while surrounded by my "classmates" whom I've known for years and whose names have become household words. On Tuesday, August 5th I will be speaking at the United Nations for the first time. 

I'm one two US delegates to the International Federation For Professional Speakers and will be attending their convention and board meeting before and after the NSA events. Watch this site for more news on these programs. 

And if you are in NYC on Sunday night at 8pm, I'll be performing in the Astor Ballroom, 7th floor (guitar & singing) with a number of my fellow speakers. 

Rock on! 

Jim