How do you light a fire under every employee?

How do you light a fire under every employee?


Full Engagement! Inspire, Motivate, and Bring Out the Best in Your People

Author: Brian Tracy

Pub Date: May 2011

Your Price: $22.00

ISBN: 9780814416891

Format: Hardback

Overview

How do you light a fire under every employee? Brian Tracy, the Master of Motivation, shows how!

In these tough economic times, everyone is expected to produce more with less. And yet, studies have shown that on average, employees are working at only a fraction of their potential. What are managers to do? How can they inspire their people to perform at their absolute best?

Whatever the situation, a good manager can quickly organize a group of average performers into a high-functioning team capable of achieving tremendous results for the company. The secret is knowing how—and anyone can learn.

In Full Engagement!, business success expert Brian Tracy shows managers how they can supercharge their employees’ efforts.

Packed with powerful, practical ideas and strategies, this eye-opening guide explains how to:

Unlock the potential of each person • Motivate and inspire employees to peak performance • Trigger the “X Factor” that maximizes productivity • Drive out the fears that hold people back • Create a high-trust work environment • Set clear goals and objectives • Recognize, reward, and reinforce in a way that energizes every employee

A manager’s role is to achieve the highest possible return on the physical, emotional, and mental effort that his or her people put forth. It’s not a return on investment…it’s a return on energy. And when managers fail at that, they fail at their own job.

With this essential guide, all managers can now hold the keys to unlocking superstar performance from their teams

Table of Contents

Contents

Introduction 1

CHAPTER 1

Happy for Good Reasons 9

CHAPTER 2

The Psychology of Motivation 27

CHAPTER 3

Ignite the Flame of Personal Performance 47

CHAPTER 4

Make People Feel Important 67

CHAPTER 5

Drive Out Fear 95

CHAPTER 6

Create That Winning Feeling 119

CHAPTER 7

Select the Right People 140

CHAPTER 8

Results Are Everything 171

CHAPTER 9

Be the Best You Can Be 193

Index 215



About the Author

BRIAN TRACY is one of the top business speakers and authorities in the world today. He has spoken in almost every city in the US and Canada, and in 56 other countries. He addresses more than 250,000 people worldwide each year. He has written 50 books and produced more than 500 audio and video learning programs on management, motivation and personal success. He is the president of Brian Tracy University and Business Growth Strategies, the pre-eminent internet business learning portal in the world today.



Learn How to Create a Phenomenally Productive—and Happy—Workforce

From the World-Renowned Master of Motivation

Get lean and mean. Do more with less. After years of downsizing and millions of layoffs, managers know the drill. Most have come to accept dealing with shrinking markets, increased competition, demanding customers, limited resources, and relentless pressure to deliver results as business as usual. Not surprisingly, many workers feel overextended and underappreciated, yet resigned to slogging through, day after day, because they’re afraid to risk losing their job.

There’s a better way to do more in these challenging economic times, assures business success expert and motivational master Brian Tracy. In his new book, FULL ENGAGEMENT! Inspire, Motivate, and Bring Out the Best in Your People (AMACOM) Tracy shows managers how to achieve exceptional financial results for their company by focusing on getting the highest “ROE”—that is, return on energy, physical, mental, and emotional—from their employees. The secret to creating a team, department, or entire workplace of peak performers and producers, as Tracy reveals, is simple: making people happy.

“The way you treat people, what you say and do that affects them emotionally, is more important in bringing out the best in people than all the education, intelligence, or experience you might have at doing your job,” Tracy impresses on managers at all levels. “Because you are motivated and influenced by the same things other people are, you already know everything you need to know to unlock the potential of the people around you. You just need to apply it.”

Grounded in extensive, respected research in the fields of human psychology and motivational management, FULL ENGAGEMENT! offers a wealth of insights into why people think, feel, react, and respond the way they do at work. While teaching, or reminding, his readers how to get the absolute best from nearly every person on their team or staff, Tracy inspires and guides them to become excellent managers and, as a consequence, feel great about themselves.

Complete with practical, proven strategies and helpful action exercises, FULL ENGAGEMENT! opens managers’ minds to the amazing power and bottom-line payoff of:

* Practicing the Golden Rule in all of their actions in the workplace…and always being polite, courteous, and respectful in their interactions with staff members.

* Developing clear values, vision, mission, purpose, and goals for individuals to aspire toward, igniting the flame of personal performance.

* Making people feel important—in other words, building up each employee’s self-esteem, self-confidence, and belief in his or her ability to overcome obstacles and achieve goals.

* Eliminating workers’ fear of failure and rejection, driving out guilt from the workplace, and breaking the destructive habits of justifying and rationalizing criticism and blame.

* Making people feel like winners by providing ample opportunities for people to succeed and excel on the job, recognizing their efforts, and rewarding their achievements.

* Selecting the right people—with the very skills, experience, and personality to suit the position and company—and letting the wrong ones go, rather than trying to change them.

* Committing to clarity and consistency in everything, planning for results…and more.

With FULL ENGAGEMENT! managers have the potential to not only maximize workforce output and achieve exceptional results for their company, but also to create a better workplace and make a real difference in individual lives.

ABOUT THE AUTHOR

Brian Tracy is one of the most popular business speakers and most respected authorities on management, motivation, and personal success in the world today. He addresses more than 250,000 people each year, and has spoken in nearly every major city in the U.S. and Canada, and in 56 other countries. He has produced more than 400 audio and video learning programs. He has also written 50 books, most recently with Mark Thompson, the Wall Street Journal and USA Today bestseller Now, Build a Great Business! He is the president of Brian Tracy International, a company specializing in business and personal development through online training programs, and live workshops and seminars. He lives in Solana Beach, California. For more information please visit http://www.briantracy.com and follow the author on Facebook and Twitter



About BRIAN TRACY

BRIAN TRACY is a living success story, as well as one of the world’s most popular speakers and most respected authorities on success. Born in Canada, he grew up in a poor family and dropped out of high school. He worked in a succession of low-paying, labor-intensive jobs, including stints as a dishwasher and on a freighter ship. He finally got a shot at success—and seized it—through a job offer in commissioned selling.

Tracy had always been interested in the question, "What makes some people successful and others not?" As a fledgling salesperson, he started to read voraciously on selling techniques and what makes the best salespeople the best. Within six months, he was the top salesperson in his company. When he moved into management, he read everything he could on managing people. Eventually, he built a large sales organization across several countries and earned not only his high school diploma, but also an MBA. Armed with insights into business theory and marketing, as well the credentials, and driven by his own quest for success, Tracy launched his now world-famous career as a consultant, speaker, and bestselling author on management, motivation, and business and personal success.

In his latest book, FULL ENGAGEMENT! Inspire, Motivate, and Bring Out the Best in Your People (AMACOM; May 2011), Brian Tracy draws on his years as an avid student of psychology and motivational management, as well as his vast field experience in human nature. He offers managers an arsenal of strategies for unleashing the peak performance potential of each employee, significantly increasing their financial results and rewards, and becoming better and better at their jobs—all grounded in a simple principle: making people feel happy.

As a consultant, Tracy has worked with major companies, including IBM, Hewlett-Packard, and hundred of others, throughout the United States, Canada, and around the world. As a keynote speaker and seminar leader, he addresses more than 250,000 people each year, and has spoken in nearly every major city in the U.S. and Canada, and in 56 other countries. He has written and produced more than 400 audio and video learning programs, including the global best-selling Psychology of Achievement. He has also written 50 books, most recently, Speak to Win, How the Best Leaders Lead, and, with Mark Thompson, the Wall Street Journal and USA Today bestseller Now, Build a Great Business! The CEO and Chairman of Brian Tracy International, he is also the president of Brian Tracy International, a company specializing in business and personal development through online training programs, and live workshops and seminars.

Brian Tracy speaks four languages and reads constantly—especially articles and books about management, psychology, economics, metaphysics, and history. You can find more information on Brian on his website www.briantracy.com



Creating a Winning Workforce

Inspire, Motivate, and Bring Out the Best in Your People

It’s a basic psychological need. Deep down, nearly every person in every workplace wants to feel capable of performing well and to be a valuable member of their team. Brian Tracy believes that it is vital that managers “to create opportunities for your people to win and feel like winners.” As he reveals in his new book FULL ENGAGEMENT! Inspire, Motivate, and Bring Out the Best in Your People, managers can do this by structuring individual and team jobs around these five ingredients:

1. Clear Goals. If people don’t know where they’re going, how can they possibly get there ahead of the pack? Winning starts with SMART goal setting—that is, setting goals that are Specific, Measurable, Achievable, Realistic, and Time-bounded.

2. Concrete Measures. Think about how mile markers help marathon runners go the distance by breaking their progress down into achievable increments. When assigning a long-term project, set up a series of milestones and benchmarks so that people can have short-term targets to aim at, and can continually generate the feeling of winning.

3. The Success Experience. For a person to feel like a winner, he must succeed at the task. When a job is too much for an employee, adjust it, reassign parts of it, and make it more manageable. When you start new employees, give them a series of small jobs within their reach. Experiencing success will raise their self-esteem and increase their confidence in their ability to complete even larger jobs.

4. Recognition for Achievement. Everybody needs to be recognized for their individual accomplishments by the people around them, and especially by the people above them. Oftentimes, the anticipation of the recognition they will receive for completing a task motivates people to “go the extra mile.” Recognition for an accomplishment improves people’s self-image and motivates them to do even more and better in the future.

5. Tangible and Intangible Rewards. Superior results demand more than recognition. If extra efforts are not rewarded, people will lose their enthusiasm. Consider offering a specific financial bonus tied to completion of a specific task. Or consider something less costly—such as lunch out or time off. When you give people a day off, with pay and advance notice, as a reward, they will get all their work done before they leave and catch up quickly on their first day back. That’s a winning experience for managers.

Adapted from FULL ENGAGEMENT! Inspire, Motivate, and Bring Out the Best in Your People by Brian Tracy (AMACOM)



Review Quotes

“…presents solid, substantive material in an accessible way…Full Engagement blends big ideas and concepts with actionable tips and techniques.” —The New York Journal of Books Online

“…love the feeling of being inspired so I looked forward to reading Brian Tracy's book…one of the most prolific motivational speakers of our day.”—CEO Blog

“…world-class empiricist and diehard pragmatist…obsessed with understanding what works, what doesn't, and why...His role is that of a personal mentor/coach to each reader.”—The Employee Engagement Network

“Grounded in extensive research in the fields of human psychology and motivational management…wealth of insights into why people think, feel, react, and respond…” ―Niche magazine



Cover Copy

Advance Praise for Brian Tracy’s Full Engagement!

“Brian shows you how to tap into the spiritual and emotional energies of every person so they are internally motivated to perform at their best every day.” — Stephen R. Covey, author, The 7 Habits of Highly Effective People and The Leader in Me

"Full Engagement! is the most complete and practical tool book I have read that shows managers show to treat each person so well that they perform at higher levels than ever before. "- Jack Canfield, Best-selling coauthor of the #1 NYT best-selling series Chicken Soup for the Soul

"Brian Tracy is one of the most practical and helpful advisers that I have ever met. Full Engagement! contains ideas that we can immediately apply--at work and at home." -Marshall Goldsmith, author of the New York Times bestsellers MOJO and What Got You Here Won’t Get You There

“Brilliant! Capable of revolutionizing a company from the ground up by revealing the keys to peak productivity and performance in each and every employee, Full Engagement! is hands-down the most outstanding and important business book of 2011!” — Ivan Misner, New York Times bestselling author, and founder of BNI® and Referral Institute®

“Brian’s positive, practical ideas for getting the most out of each person can transform your team and make you a great leader.” — T. Harv Eker, #1 New York Times bestselling author, Secrets of the Millionaire Mind

"Brian Tracy's Full Engagement! is an extraordinary book, loaded with practical tools and ideas that every manager needs to be more effective and make the team feel terrific about themselves." -Mark C. Thompson, bestselling author of Now Build a Great Business! and Success Built to Last

“I have read every book Brian Tracy has written. Full Engagement! is the best one yet. It’s loaded with practical tools and ideas to show managers how to motivate and inspire their teams. Stop what you’re doing and start reading.” — Pat Williams, Senior Vice President, Orlando Magic; author, Extreme Focus

“To succeed in this economy, you need dedicated, motivated people who put their whole hearts into doing a great job every day. Full Engagement! shows you how to instill these feelings in every person.” — Bill Bartmann, self-made billionaire and CEO, Bill Bartmann Enterprises

“The way to get people to use their full potential is to stimulate, as my friend Brian Tracy suggests, ‘Full Engagement.’ Read, absorb, be inspired, and use the principles of Full Engagement! to gain full cooperation, full resource utilization, and a full bank account.”— Mark Victor Hansen, co-creator, #1 New York Times bestselling series

Chicken Soup for the Soul®; co-author, Cracking the Millionaire Code, The One Minute Millionaire, and Cash in a Flash; author, Richest Kids in America

“Like an award-winning chef, a company CEO needs a recipe for success. In Full Engagement!, Brian Tracy has provided that recipe. All that remains is to find the best ingredients and combine them with passion. This book will certainly ignite any team or individual to achieve greater performance and results.” — Kim Yost, CEO, Art Van Furniture

If you’re ready to empower your people to be more do more and achieve more, then read and use the strategies in this brilliant book by my friend Brian Tracy. Anyone in a leadership position must read this book! -James Malinchak, Featured on ABC’s Primetime TV Show, Secret Millionaire, Founder, www.BigMoneySpeaker.com

"This is an outstanding book, loaded with practical tools and ideas that every manager can use to help employees feel terrific about themselves—and as you know, an engaged, happy employee is the central value in individual performance and productivity. This book shows you how to motivate and inspire your team to achieve their highest potential." -John Assaraf, author

"Full Engagement! is a fantastic journey that gives the reader great insights into how a manager’s behaviors will affect the intrinsic motivation of staff, and, ultimately, the bottom line." -Joseph Sherren, President, Ethos Enterprises Inc.; CEO, Gateway Leadership Inc.; author, iLead, Five Insights for Building Sustainable Organizations; coauthor, Vitamin “C” for a Healthy Workplace

"Brian shows managers how to make people feel terrific about themselves and perform at their best." -Keith Scott, founder, Beachcomber Hot Tubs

"Leaders and managers can extract the worst or best of what employees have in them. Now more than ever before we need the best quality work and highest productivity from the employees we have--and nobody is better at showing us how than Brian Tracy." - Lawrence Janesky, President, Basement Systems Inc.; author, The Highest Calling and Think Daily

"On a scale from 1 to 10, from very unhappy to very happy, I am 10+ with Full Engagement!. Yet another true work of art by Mr. Tracy, this book provides me with a whole host of proven best practices to bring the best out of my people and me. I cannot wait to incorporate these techniques with my department and help make the best people get better while they achieve greatness. Thanks Brian!" -Matt Fenn, Senior Manager, Jostens Memory Book Training and Development

"Brian Tracy has done it again! He has brought his insightful and intuitive wisdom to Full Engagement!, providing the tools necessary to positively influence and impact the people you lead. Read it, apply it, and rejoice in the results!" -Michael Clayton, President and CEO, The Better Business Bureau in Southeast Texas

“Brian's book, Full Engagement!, is full of proven management strategies for getting people to perform at their highest levels so your firm can have the competitive human capital advantage.” --Anne M. Bachrach, Author of Live Life with No Regrets and Excuses Don't Count; Results Rule

"Timing is everything and Brian's timing on Full Engagement! is masterful. He is laser accurate in his premise that the best organizations in the world have the best working environments, and he brilliantly shows us why and how." --Denis Waitley, Author, Winning The Game of Life





Jacket Copy

As a manager, it’s your role to achieve the highest possible return on the physical, emotional, and mental efforts your people put forth. It’s not just a return on investment ...it’s a return on energy. But how are you supposed to light a fire under each employee when studies find that most of them are working at only a fraction of their potential?

In this essential guide, Brian Tracy, the Master of Motivation, shows you how to unlock superstar performance from every single member of your work team. Based on decades of research and thousands of hours invested in maximizing personal and organizational performance, the hard and fast secrets of what you can do (and what you should stop doing) to inspire your employees to peak performance are now available. Packed with powerful, practical ideas and strategies, Full Engagement! shows you how to:

create a high-trust work environment • drive out the fears that hold your people back • set clear goals and objectives • unlock the potential of each person • motivate and inspire employees to greater heights than they ever believed themselves capable of • trigger the “X Factor” that maximizes productivity • recognize, reward, and reinforce their efforts in a way that energizes each and every one of your people

Your ability to channel the human energies of your staff into higher levels of productivity and performance is the yardstick by which your ability as an executive will be measured.

The great news is that you now have everything you need right in your hands. In this eye-opening book, you’ll learn how to do and say the things that will make your people feel confident, happy, and motivated...and allow you to deliver consistently outstanding results for your company.

In these tough economic times, everyone is expected to produce more with less. The only way to succeed is to consistently inspire your people to perform at their absolute best. Full Engagement! provides you with the keys to unlocking not just the hidden drive and abilities that exist within every one of your people...but also your own.

BRIAN TRACY is one of the top business speakers and authorities in the world today. He has spoken in almost every city in the US and Canada, and in 58 other countries. He addresses more than 250,000 people worldwide each year. He has written 50 books and produced more than 500 audio and video learning programs on management, motivation, and personal success. He is the president of Brian Tracy International as well as Business Growth Strategies, which is the preeminent Internet business learning portal in the world today.



Book Excerpt

Introduction

‘‘If your actions inspire others to dream more, learn more, do

more, and become more, then you are a leader.’’

—JOHN QUINCY ADAMS

Welcome to the new world of business! We have gone

through a watershed in business activities and operations

since 2008, and things will never be the same again. What you

are dealing with today is the ‘‘new normal.’’ The good old

days are gone forever.

Because of shrinking markets, increased competition, demanding

customers, and a never-ending shortage of highly

qualified, productive people, you will have to do more with

less, and get better results from limited resources, more than

ever before.

One of the interesting outcomes of these challenging economic

times is that companies are producing more with

fewer resources. They have laid off millions of people and

downsized in almost every area. But the level of productivity,

performance, and output per person has actually gone up.

Companies are maintaining or increasing their levels of productivity

and quality with fewer people, but with people who

are better selected, better organized, and better managed.

This must be your goal as well.

As a manager at any level, you are essentially the operator

of your own personal business unit. You have revenues and

expenses, inputs and outputs, production requirements and

measures of performance. Your profit-and-loss statement reflects

your ability to combine people and resources to get

results—especially financial results—that are in excess, and,

ideally, greatly in excess, of their total costs.

Increasing Your ROE

The measure of business success is largely determined by how

well the managers of the business achieve a high and consistent

return on equity (ROE). The purpose of strategy, planning,

tactics, and operations is to organize and reorganize the

people and assets of the business in such a way that this return

on equity, which is the return on the actual capital that

the owners have invested in the business, is the very highest

possible in any market, and especially in comparison with

competitors in the same business or industry.

As a manager, your job is to achieve the highest ROE as

well. Only ROE refers to the ‘‘return on energy’’ of the people

who report to you. Your central focus should be to achieve

the highest possible return on human capital—the physical,

emotional, and mental effort—that your people invest, or are

capable of investing, in achieving the results for which you

are responsible.

According to Robert Half International, the average person

works at about 50 percent of capacity. Because of unclear

job assignments, lack of priorities, poor management and direction,

and lack of feedback, the average employee wastes

50 percent or more of his time in activities that have nothing

to do with the job.

This wasted time is consumed in idle chitchat with coworkers,

extended lunches and coffee breaks, employees

coming in late and leaving early, surfing the Internet, and engaging

in personal business and other time-filling activities

that represent virtually no return to the company on the

amount of money invested in paying people’s salaries, wages,

and benefits.

But, as Napoleon said, ‘‘There are no bad soldiers under

a good general.’’ A good manager with a clear vision can

quickly organize a group of average performers into a peak

performance team that is capable of achieving tremendous

results for the company. You just need to learn how to do it.

The good news is that all the answers have already been

found and are readily available. As the result of decades of

research and millions of hours invested in personal and organizational

performance, we now know exactly what you need

to do, and to stop doing, to get the very best out of your people.

Since 65 to 85 percent of the cost of operating a business

(aside from cost of goods sold) is consumed in salaries and

wages, your ability to tap into the unused 50 percent of this

investment, owing to employees working at half speed, and

channel the human energies of your staff into higher levels

of productivity and performance, enables you to make a real

difference in your position, whatever it is.

Learning What You Need to Learn

Another thing we know is that every excellent manager today

was once a poor manager. Everyone starts at the bottom with

no managerial skills at all, no matter what a person’s title. My

personal experience is a good example. I remember when I

was first promoted from a top salesman to a sales management

position with more than thirty salespeople under me. I

was convinced that this was a great opportunity for me to

demonstrate my leadership abilities.

Having no management experience, I immediately began

giving orders, telling people to do certain things and to stop

doing other things. I lectured to both individuals and groups

to demonstrate my superior knowledge and competence in

our business. I criticized people for mistakes or lack of productivity

and threatened to fire people who didn’t smarten

up and fly right.

I ignored the sullen looks and brooding faces, dismissed

the silence that greeted me whenever I walked into the room.

I was oblivious to the small groups of salespeople who were

joining together and complaining among themselves about

my behavior and the way I was treating them.

A week after I was promoted into this management position,

I arrived at the office one morning to find it empty.

Everyone was gone. They had cleared out as if there had been

a bomb scare. The only person left was the secretary, who

told me that the top salesman in the company, a man who

was very popular and influential among the other salespeople,

had quietly organized the group and then made an

offer to a competitor to bring the entire sales team over, along

with their customers, to sell a similar product for the rival

firm. Because of the way I had been treating them, and some

peer pressure thrown in, the whole group walked out.

Taking Stock

My reaction was shock and disbelief. I knew that when my

boss heard about it, I would be fired and put back out on the

street, exactly where I had started some years before.

Not knowing what to do, I called on a wiser, older businessman,

told him what had happened, and asked for his advice.

Because he had been through a similar situation early in

his career, he told me exactly what had happened, the mistakes

I had made, and what I needed to do immediately to

turn the situation around.

First, I had to be willing to accept that I had personally

made a major mistake, and that I was responsible for rectifying

it. The next key to solving this problem was the top salesman

who had spearheaded the massive defection. If I could

get him to come back, before the group had settled into the

rival company, I could turn the situation around.

Making Up

His name was Phillip. I called him right away and arranged a

meeting. He showed up with three other top salespeople, like

a mafia sit-down, and asked me what I wanted. I immediately

apologized for my behavior, promised never to treat the

salespeople poorly again, and asked him what it would take

to get him to come back. After some private conversation

with his consiglieres, he told me what I would have to do.

His demands were simple. I would appoint him assistant

sales manager and work through him as a liaison to the entire

sales force. I would henceforth treat each person with respect,

and if I had problems, talk with him before criticizing

or complaining in public. I agreed, and the next day the entire

sales team reappeared at the office, ready to work.

From that learning experience, I went on to build sales

forces in six countries, recruiting, training, staffing, then

appointing managers and helping them to manage their operations

successfully. Each of the sales teams was soon producing

excellent results for the company. I had learned a

valuable lesson and I never forgot it.



Table of Contents

Contents

Introduction 1

CHAPTER 1

Happy for Good Reasons 9

CHAPTER 2

The Psychology of Motivation 27

CHAPTER 3

Ignite the Flame of Personal Performance 47

CHAPTER 4

Make People Feel Important 67

CHAPTER 5

Drive Out Fear 95

CHAPTER 6

Create That Winning Feeling 119

CHAPTER 7

Select the Right People 140

CHAPTER 8

Results Are Everything 171

CHAPTER 9

Be the Best You Can Be 193

Index 215