Motivate without Moolah

How can I motivate without a budget?

Simple – use your leadership skills and lead.  Some simple tips to consider…

  • Be honest and become really trustworthy.  Do what you say you’ll do.
  • Remember always:  You are not responsible for another person’s happiness.
  • Give praise promptly and specifically when it is due.
  • Root out poor management; it’s a huge drain on staff morale, adversely affecting business performance. Whack ’em, and do it quickly.
  • Address poor/non-performance quickly, fairly and unemotionally.
  • Give your team flexibility, and the room to do their work.  Not many people work better under micro-management…
  • Create a compelling, energizing vision of your future.
  • Send handwritten notes.  Thank you’s, Birthdays, Company Anniversaries, or simply for motivation and/or encouragement.

Remind people frequently that you – their leader – are there, and there for them. And Be Brazen.

Wells Fargo: Bull$h!t and the impact of crooked leadership

I hate to call anyone a crook. It sounds unseemly and judgmental, and just a tad juvenile…

Ah, to hell with that. Wells Fargo, you guys are a bunch of crooks. Specifically, the leadership involved in the fraudulent account processing debacle. hiresYes, the leadership, not the schmucks that
leadership whacked in the process.

The numbers, for you analytical types:

  • 565,443 — The number of unauthorized credit card applications filed by Wells Fargo’s community banking division
  • 1,534,280 — The number of unauthorized deposit accounts opened by Wells Fargo’s community banking division
  • 5,300+ — The number of schmucks (mentioned above) fired for actually opening these fraudulent accounts
  • $185,000,000 — The amount of the fine levied on Wells Fargo for this fraudulent activity
  • $200,000,000 — The amount of stock held by John Stumpf (just “Stumpy” from here on)
  • $19,000,000 — The amount of money Stumpy hauled in last year.
  • $125,000,000 — The amount to be paid to Carrie Tolstedt, the executive in charge of these fraudulent activities
  • $20,000,000,000 — The approximate dollars in annual profit made by Wells Fargo
  • 0 — The number of senior leaders held accountable for this travesty

Here’s the deal… there’s simply no way that 5,300 people–all doing the same job for the same division–can be fired for fraudulent (potentially criminal) acts, and no one in real leadership was aware of the problem. Just no way. Think about it–that many people whacked, same division, same job, all for fraudulent activities in a bank. And no one noticed? That’s your story? Seriously?

I call bullshit.

If you hold a gun to someone’s head and say, slap Bill over there or I’ll pull the trigger, well, Bill’s about to get slapped. It doesn’t matter that you aren’t the violent type, that you’ve never hit anyone in your life, or that Bill is a helluva good guy. None of that matters. What matters is you have a gun to your head. The schmucks fired at Wells Fargo, all likely justified for doing something way wrong, had guns to their heads.

Over aggressive daily sales quotas; hourly (yes, you read that right)–hourly–conference calls to make sure your quotas are on track; after-school detention overtime and forced marches on Saturdays for anyone coming up short. And if you came up short after two months, you got whacked. I’d say that feels like a gun to the head. Held there by senior leadership at Wells Fargo.

The push was relentless, and making these arguably unreasonable quotas was not simply an issue of performance–some personal bankers had as much as 20% of their total compensation tied up in sales commissions from these extra accounts. In other words, another gun. I’m not excusing criminal or unethical behavior by those doing it; the firings were likely justified, and behavior like that is deplorable no matter the incentive. But to just punish over 5,000 workers while senior leadership is not just held unaccountable, but rewarded with mucho dinero?

In a 2013 interview, Wells Fargo CFO Timothy Sloan said “I’m not aware of any overbearing sales culture.” Where’s that bullshit flag again…? I’m throwing it. Of course, Timmy had good reason for–and was rewarded for–his ignorance; he’s been promoted twice since that interview, and is now heir apparent to Stumpy himself. Things that make you go hmmm. I’m certain it’s just a coincidence…

Stumpy doubled-down on his perception of executive innocence in a Sep 13 WSJ article, stating “There was no incentive to do bad things,” and that “…some employees didn’t honor the bank’s culture.” And what, exactly, might that culture be, bigshot? My favorite Stumpy quote: “I feel accountable.” Not “I am accountable.” Tweeeeet! Throwing my flag again…

Leadership matters. Ethics, integrity, even simple honesty, are all driven from the top. That which you condone, allow or permit, through action, inaction or positive consequence, is what you get. Culture really is that simple. Honest leaders get honest employees (for the most part). Ethical senior leadership promotes ethics and integrity throughout. Conversely, fast-and-loose behavior at the top creates a culture of shady corner-cutting throughout the organization. Plausible deniability is a good movie line, but it sucks when used by senior leaders to allow bad behaviors to boost profits.

cartoon-characters-flying-money_m1_xmsud_lThis is Stumpy.

Stumpy likes money

Stumpy doesn’t question where it comes from

Stumpy’s people get him money

Stumpy makes lots of money

Don’t be like Stumpy



Be Brazen…

Do Balanced Scorecards Work? What a stupid question…

I was recently asked that question by a client. Now, in all fairness, I didn’t actually say it was a stupid question.

But it is. Of course they work.

The premise of the question is the problem. Of course Balanced Scorecards “work.” They display a particular set of organization-specific metrics to use within the context of coaching and performance management/improvement. They don’t do–nor are they supposed to do–any more than that.

Stupid (768x1024)Therein lies the problem, and the basis for my “stupid” comment. Too many think that scorecards, incentive plans, spiffs, et al, should actually DO something. Like somehow substitute for leadership. Like motivate so a leader doesn’t have to. Like provide the impetus for discretionary effort and productivity without any leadership heavy-lifting.

Balanced Scorecards work just fine. Incentives (if done properly) work just fine.

When you watch baseball, what do you expect the scorecard to do? Make hits? Score runs? Catch balls? It’s a scorecard–it tracks your score.

When you play golf, what do you expect the scorecard to do? Hit drives? Make putts? Whistle at the cart girl? It’s a scorecard–it tracks your score.

If related leadership would just remove their heads from their collective butts, maybe the added benefit of those scorecards could be realized. Brazen Leaders don’t have their heads up their butts. That’s practically a definition.

But then, I’m just a consultant.