Chapter 3 - Action   DRAMATIZE YOUR CALL TO ACTION

Now that you’ve marked the shortest path through the maze (those behaviors and results that will accomplish your strategic goals), how do you motivate people to go down that path? You have to inspire them, give them a vision for doing their jobs better and arm them with the resources they need to succeed. Sound daunting? It isn’t really. It all begins with the Call to Action. Make Sure You Have a Clear Call to Action. Imagine what would happen if a movie director showed up the first day on location and mumbled some vague instructions to the cast and crew? Or, worse, what would happen if the director sent in a B actor to inspire the cast. Either way, it’s unlikely the production would be a box-office hit. Role model what the top performers do that makes the greatest difference $.

Chapter 4 - Time   PLAY THE GAME JUST LONG ENOUGH TO WIN

One thing that makes a traditional reward program such an amazing journey is that, in most companies, the journey lasts a long, long time. Once a reward is offered, managers think they have to leave it in place until … well, until the cows come home. If a reward program is ended, managers reason, employees will be de-motivated because they will perceive (correctly) that they are making less without the program than they did with it—especially if the reward is cash. Think entitlement. Companies would do much better to treat reward programs like football games. See the game clock running relentlessly in the background? That’s the fiscal year. Hear that ugly buzzing sound every quarter? Better get hustling. As a Rule, Keep Programs Short.