The Corporate Yogi Podcast

INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being and I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on the  that leaders make. So here’s a look at what you’re going to learn today

1 – In the first segment we’ll introduce you to powerful questions and when to use them

2 – Then in the second segment we’ll explain the main categories to use them

3 – And in the last segment I’ll share the best powerful questions to ask in certain situations

So, get out of your head and into your heart, and let’s dive right in shall we?

SEGMENT 1  

 Do you ever wish you had a truth serum pill that would get people to tell you what they really want, reveal their truth. Well you do and it’s asking powerful questions.  They will get people to reveal their truth. You can use them when you want people to open up, be more introspective and consider aspects of themselves they’ve never done before. So what distinguishes a regular question from a powerful question? A Powerful question will get people to stop and think. It disrupts them from unconscious thinking and patterns and makes them think deeply about their answers. Powerful questions have these 3 qualities or aspects: 1 – they’re short. The shorter the better in fact. We sometimes have the bad habit of wanted to use these  questions to make ourselves sound really intelligent, so they end up getting long and complicated. 2 They should be simple, dare I say, bordering on dumbed down, only one dimensional. 3 they should be neutral and not leading and not specific to our target.

How do we ask them in a way that we have success with them?

Be confident when asking, sometimes they don’t have an answer right away, and that’s ok. Allow for silence and space after you ask so your employee can reflect.

Don’t have an agenda and predetermined answer you’re hoping to hear. Don’t be leading or make it about you. Use them in “real-time during the conversation and ask them one at a time. This is an advanced use case if you’re real-time solution finding.

SEGMENT 2

 Why do powerful questions work so well? There’s a few reasons. They give the power to the other person, let them be the expert for a turn. They also force them to get in their head and think and reflect. And because they’re so simple, it gives them a chance to be in the drivers seat for a change. There are two main reasons to use them, First in a premeditated state and second is in the moment. Let’s start with the premeditated situation. This is a situation that you know is going to happen and creating a powerful question helps to prepare you. It’s like. It’s like a situational blueprint – like a job interview, or if their unfulfilled at work, or want to have a conversation about their career planning or finding their life purpose. What makes this scenario unique is you usually have a SET series of questions that you ask all the time. So for a career planning discussion you would ask them where they want to be, what is important to them, what makes them feel fulfilled? For a job interview you might ask the same series of boring questions – what are you good at? Where have you failed? What are you proud of. The other situation with powerful questions is where the situation is a surprise and you just wing it. An example would be conflict at work, or disengagement, or your employee has a death in the family. These scenarios can feel hard bc we don’t have a playbook about what to ask or why. So then we go back to the list of powerful questions and ask from there: they might feel more personal, but it’s what the employee needs, Who are you becoming, what are you needing here. What’s coming up for you?

SEGMENT 3

In this segment I’m going to give you access to some common questions to ask in different situations

Here’s some questions for employee checkins

Do you love what you do? 

What makes you tolerate that?

What makes you come alive?

Tell me about what is going well?

What do you need?

Questions for Life Purpose

What is your big game?

What are the objectives of your game?

If you were to wave your magic wand what would be your one wish.

If money were no object and you could do and/or be anything in the world, what would your life look like?

What exactly do you believe is preventing you from becoming the person you've always wanted to become?

What are some simple changes you could make today that would get you one step closer to the person you want to be and/or reaching your goal?

Questions for employee conflict

How committed are to resolving this?

How could you make this work for you?

What else could you do to make it better?

What do you want to be remembered for?

What would you like your Gravestone to say?

What do you avoid by doing what you usually do?

What would like to change right now?

What are you feeling right now?

If you want to change people what would you become?

What is the one question I didn’t ask you today that I should have?

What is a question you are not asking yourself?

What is one thing that if it happened would change everything?

Do you believe that?

What was your biggest success since we last talked? What was your biggest challenge?

Interview Questions

Is the life you're living, the life that wants to live in you?

If you spent 80% of your waking time doing 1-2 things, what would they be?

How would you describe the "best work in the world" and "I get paid for it”

What games did you play as a child that still show up some way in your life today?

(I played Fairy Godmother in imaginary Cinderella play. As coaches we don't use magic wands and wouldn't, but we do delight in seeing

Are you truly happy where you are in your life right now?

What would you change if you had the power?

What is stopping you?

Why are you waiting?

When will you be ready to begin?

How will you realistically do it?

Who could help you?

What are you learning about yourself?"

"Where else can you use this?"

What successes have you had since our last session?

What do you want more of? Less of?

What's missing?

What do you want to declare moving forward?

How does that serve you? (often into) What would serve you better?

How you can make this a winning game?

What aren't you letting go of, that prevents you from moving forward?

What do you need to do less of ?

What would you be doing?

What days/hours would you be working?

Where would you be working?

What's stopping you from having that dream job?

What is working well for you?

- What 3 changes would you like to make in your life?

What do you want to achieve?

Saboteur questions

2.) What stops you from taking action?

3.) What would accomplishing this goal mean for you?

4.) What will help you be most comfortable by taking this path?

5.) What do you like about the option you are considering?

6.) What tells you that this is what you would achieve?

7.) How will you know when you have reached your goal?

What are you ready to learn?

Unlocking Potential

Here are questions that are more situational, and you would standardly ask together

-What would you do if you were 20x more confident?

-Who would you be if you weren’t afraid?

WRAP UP

OK it’s time to wrap up this episode on how powerful questions. As always, if you’re inspired by the content today, please share this episode with a friend, colleague or on social media. You can also subscribe to this podcast on my website at thecorporateyogi.com. If you want to book a time to chat with me directly, to discuss your leadership or about coaching in general you can find my booking link on LinkedIn or Instagram @thecorporateyogi. And as always, remember, that any fear, or resistance you hold inside of you, is simply just your greatness in disguise.

INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being and I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on Micro Cultures and discovering whether or not you have one or maybe even need one. So here’s a look at what you’re going to learn today

1 – In the first segment I’ll explain why you would build one and what it actually is

2 – Then in the second segment I’ll explain the advantages of building one.

3 – In the third segment I want to make a note about loyalty

4 - And in the last segment I’ll explain how to build one

So, get out of your head, into your heart and let’s dive right in, shall we.

SEGMENT 1

I think the best way of describing a micro culture is explaining why you might want to build one. Have you ever felt like you didn’t belong to the rest of your organization? Ever felt like the Black Sheep, or the rebel. Maybe you felt like the one person who constantly viewed things through a different lens. These feelings of not belonging may have led you to define your own team brand, core values, purpose, and vision that feels different from your boss and the greater company. This could have been caused by many different reasons. Your boss doesn’t respect or appreciate you or the work your team does. Or vice versa because you don’t feel like you respect them or their work. It could be because you feel like you value and appreciate things that aren’t really important to them, or they’ve taken actions that you don’t respect. Either way, over time, in order to survive or thrive you and your team have developed your own code of conduct and no longer want to be dictated by the typical company culture and be stuck with values that don’t align with you. This is building a microculture, and it serves two purposes. First, you’re responding to the fact that you don’t agree with what they’re pushing as culture and second, you are organically creating something that fits more with you and your team. It    create the type of environment that allows them to thrive, be the best version of themselves and contribute to creating the most fulfilling environment to do their best work. Whereas the main company may find it difficult to attract an employee or retain an employee, a microculture allows them to thrive, which results in you establishing a very loyal and hardworking environment. In many instances a microculture is established by a team that is disenchanted with their greater company at large, thereby creating an environment whereas a microculture retains them and makes them stick around. Another scenario when a micro culture may be created is through a merger or acquisition. I had this experience years ago when we were acquired by a large corporation. I remember the day when the announcement was made, and the CEO looked me in the eye, then proceeded to scan the rest of the room and said he was excited to work with us because our cultures were exactly the same. That couldn’t have been further from the truth. We had flexible hours and casual work from home culture. He did a 9:00am walk around to make sure that everyone is at their desk for core working hours. It couldn’t have been further from our culture. So we unintentionally kept our company culture and traditions alive to honour this great business we had built, we were creating a microculture. We held on as along as we could, then they eventually just consumed us. That wraps segment 1 on explaining what a micro culture is.

SEGMENT 2

So, I promised to share some of the advantages of building a micro culture, and here they are. It helps to build loyalty to you as a leader. You’ve likely heard the saying that people don’t leave companies, they leave bad managers. I also believe the opposite to be true, that people are extra loyal to good managers. Another advantage of a micro culture is that you can avoid a lot of wasted time shielding your team from bad politics, you give them a vision and a purpose to direct their energy into instead. I always feel bad for people managers who are constantly giving out their great leadership and guidance, but they’re not receiving the same great leadership from their boss. Imagine having your 9 o’clock meeting with your manager and being yelled at and disempowered by your manager, then having to turn around, dust yourself off for your 10am, and shift gears back to your regular motivational self to meet with your team and give them the great leadership and guidance that they deserve? That’s hard and frustrating to be in an environment like that. Here are some other advantages you may experience. You draw in the great talent, and also get to keep them too. It’s like being the cool team in town that everyone wants to be a part of. It gives you hope and a stronger sense of control over the people you are grooming, product you are delivering and work you are producing. You are largely insulated from the toxic behavious that permeates the rest of the organization. OK, wrapping up Segment 2 and all the advantages of a micro culture.  

SEGMENT 3

Let’s dive into segment 3, and talk about Loyalty, which some of you may be thinking about. Are any of you wondering if building a micro culture might be more destructive to than helpful to the greater company, because rather than abiding to the main cultural norms and towing the company line, you’re putting energy into something else. This isn’t what I learned in business school, we were taught that a company had to be built up as a team of abiding robots. I need you to start to see this as a conditioned thought that makes us believe that a single culture is advantageous for us. Here’s a perspective from Simon Sinek, who is the famous author or Start with Why, and famous for his work done on finding purpose. Reading his latest book Find your Why really helped me to see micro cultures in a whole new way. This perspective is taken from his book where he talks about individual departments in a company doing their own “”Why Discovery sessions””. He says that the great thing about a why discovery for a subgroup or a microculture is that it can influence the whole organization to want to find its why. When a single division starts to think, act and communicate based on it’s Why, good things happen. Performance tends to improve, innovation tends to rise, employee turnover tends to decline. Senior management notices these developments. Employees in other divisions notice as well because the people in the why group tend to enjoy coming to work more than before. After Simon did a tribe wide discovery for one small team at a team he was working for , the phone started ringing in other areas of the company and people started asking if there were any positions available on that team. In that way, the tail can wag the dog. A small group of inspired and engaged employees can have a positive impact on the entire organization. I want to make sure you catch that last sentence, because that’s the most important part: In that way the tail can wag the dog. A small group of inspired and engaged employees can have a positive impact on the entire organization. That’s the power of micro cultures. So as you can see, a company can really benefit positively from having different micro cultures. And that’s a wrap on segment 3

SEGMENT 4

So after listening to my description and my stories, are you inspired to actually build a micro culture with your team? Well, I wish I had a 5 step formula you could follow to create one, but unfortunately they’re not usually created like that, they’re more organic. So, here’s a list of distinguishing factors for a micro culture. 1: Functioning as a system: Participants often function like a system which is a collective group of people with a common identity or purpose. It’s a connection on a deep level. 2 – Holding a shared purpose: participants feel like they’re part of something that is greater than themselves 3 – Sharing power: there is often shared power and less reliance on hierarchy. Your team members want to feel like they have a say in all matters, and you definitely want to hear what they think, and encourage them to get involved in things 4- A collective pride of ownership. There is a clear pride of ownership for the work they do, as it is a direct reflection of them. Are you inspired by that list of distinguishing factors for a micro culture. I’ve also had the distinct experience of working with clients who have built a microculture. Some of them intentionally and some by accident. Firstly, there’s Simon who works in finance and had a very unique group of specialty trained employees. For years he struggled to retain them because as a team they just never felt like fit into the mainstream culture of the organization. This made it hard for him to draw new talent and retain new talent. It also impacted their productivity, and every time they had an innovative idea, they felt like someone was shooting it down. Morale on his team deteriorated, and he felt like he was burning out from constantly trying to motivate everyone and physically hold their spirits up. Finally they started to build their own micro culture and stopped trying to force their way into the larger organization. Looking at them today, Vs who they were 2 years ago, it’s like they’re a completely different team. I’d also like you to meet Claire, both her and her team felt disrespected by their senior leadership team. Do they care? Are they watching? Do they even know who we are? Over the course of our 6 month engagement Claire and I did many exercises and offsites with her team to give them hope, and…. It worked. Although the team was always productive, they weren’t always happy and didn’t feel like they had a clear vision, so why should their work matter. Through Claires patience and positivity, she was able to create an environment where her team actually got what they wanted and they are thriving. Ok let’s recap those 4 distinguishing factors of a microculture: 1: Functioning as a system: 2 – Holding a shared purpose: 3 – Sharing power: there is often shared power and less reliance on hierarchy. Your team members want to feel like they have a say in all matters, and you definitely want to hear what they think, and encourage them to get involved in things.

4- A collective pride of ownership.

WRAP UP

OK it’s time to wrap up this episode on building a micro culture. As always, if you’re inspired by the content today, please share this episode with a friend, colleague or on social media. You can also subscribe to this podcast on my website at thecorporateyogi.com. If you want to book a time to chat with me directly, to discuss micro cultures or coaching in general you can find my booking link on LinkedIn or Instagram @thecorporateyogi. And as always, remember, that any fear, especially a fear fantasy, or resistance you hold inside of you, is simply just your greatness in disguise.

He really just got me - he knew that travel was my love language and it was the ultimate thing he could do to motivate me at that point

INTRO:

Hey, thanks for tuning in to the Corporate Yogi podcast, I’m your host Julie Zuzek. This pod is YOUR dedicated time for growth, developing practical tools to use with your team and other relationships and to learning deeply about who you are and what makes you tick! Because you are a brilliant and powerful being, I want you to invest more time reflecting on WHO are being, not just WHAT you are doing. Doing is awesome, but BEING, well that is where the magic happens and what makes you truly feel fulfilled. You’re going to love this episode on employee motivation and how to apply this to your team. So here’s a look at what you’re going to learn today

1 – In the first segment I’ll explain the biggest mistake leaders make

2 – Then in the second segment I’ll explain the AMP model

3 – And in the last segment I’ll share the motivation model I share with all my clients

So get out of your head, into your heart and let’s dive right in, shall we.

SEGMENT 1

One of the most common requests I get from leaders is that they want their teams to work harder. They don’t want to make any changes themselves or do anything different. But they want their employees to be more engaged. I hear it all the time, “Julie I don’t want to do any of that touchy feely stuff or change anything, but I want my team to deliver more.” I find this really strange, because A – I love the touchy feely stuff. And as a leader part of your responsibility is to be involved with your team, so how can you possibly get them to change their behviour without you being involved in some way? As a leader it’s always important to be authentic, and never ask your team to do anything you wouldn’t do. But this isn’t the big mistake that we see leaders make. The big mistake is trying to motivate their employees with financial incentives. You see, many studies have proven that employees don’t actually respond to financial incentives, and it can actually have the opposite impact we want it to. The London School of Economics found that financial incentives can actually demotivate employees and have the opposite impact we want them to have. Let’s see how this played out with Amanda. She had very aggressive career goals and had many conversations with her boss about building out a team and getting to the next level to be a manager. Whenever she brought it up with her manager, he was very dismissive about the whole thing. He said he’d get back to her by the next promotion cycle. This was really important to her, she trusted him and just assumed that because he made that promise, that he would follow through on it. This my friends is a heartbreaking mistake I see over and over again. Assuming that promotions will just happen bc we want them or we deserve them. I wish we lived in a world where promotions were just handed out to people who were deserving of them, wanted them and were ready for them but sadly we don’t live in that world. There are a few organizations I’ve come across where HR initiates this, but it’s very rare. If you want a promotion, it’s up to you to initiate it and make it happen. Long story short, when it came time for Amanda to be promoted, she actually wasn’t included in the promotion cycle, and she was very disappointed. Recognizing this, her boss put a proposal forward to top up her salary and stock options. And although she was really flattered, she was really disappointed, bc it wasn’t money she was after, it was about furthering her career. So Amanda said she appreciated the salary increase, but it really wasn’t what she was after. She tried many times over 2 months to have this conversation with her boss, but he didn’t make himself available to meet or make it a priority. In the meantime, while Amanda’s boss had his head in the sand, Amanda received a call from a recruiter offering her exactly what she wanted - a leadership role getting her to the next level of her career and managing a team. When her boss found out about the opportunity, he said oh well, I’ll just offer her even more money for her to be incented and stay around, but it was too late, Amanda was already committed to the new role and the new team. Twice he had made the mistake of trying to motivate with money and both times it failed. He was severely out of touch with his team and what they wanted and it backfired on him. So bottom line here. With Amanda, as with so many others we can’t just throw money at problems to fix them, we have to understand what our team wants and what drives them. OK so let’s wrap up Segment One here - bottom line – money is NOT the #1 motivator for everyone in all situations. You have to know your team, know what they want and be ready to motivate them with appropriate incentives.

 SEGMENT 2

OK welcome to segment 2 where we actually dive into AMP. This is a 3 segment model that stands for Autonomy, Mastery and Purpose. It was developed by Dan Pink, Author of many books including Drive and to Sell is Human. Here’s an insider tip though, you can learn all about his concept of AMP in his Ted Talk, The Puzzle of Motivation, just in case you don’t have the bandwidth to read one of his books right now. Let’s break down each element of the AMP model. Autonomy is the urge to direct our own lives, Mastery is the desire to get better and better at something that matters and Purpose – the yearning to do what we do in the service of something larger than ourselves. Basically what he’s saying is that money is NOT the be all and end all to engage our team members, we need to look at these 3 components for our team members. Think about Autonomy, it’s the opposite of micromanagement, which is often the biggest complaint I hear from employees, that they’re frustrated when they don’t feel like they have the space or ability to do anything on their own, they don’t feel like their ideas are being seen or heard, which leads them to not feeling valued or appreciated in the workplace. Each day you make a colossal investment at work and you want to make sure your investment is being appreciated. How many hours of each day do you spend working? It’s likely more than any other aspect of your life, especially if it’s a full-time job. You want to know that the time is being invested wisely, that it’s being appreciated, and I can totally respect that. When I think back to jobs that I’ve had in the past, it’s always the ones where I had lots of space to do my thing, express my creativity that have worked the best. One of the best quotes I ever heard from a manager was, I’m going to give you enough rope to hang yourself. The meaning of the saying was kind of morbid, and I wished he had picked a different way to say it, but the intention was there, and I knew exactly what he meant. And what translated through that was, I trust you, and I know that you’re mature enough to do what you need to do. And it was amazing to see the levels of productivity in that company. People had a “do whatever it takes” attitude and always got things done. There was no checking in on us to see what and when we were working. We just did the work. And I have to say hands down it was the most productive company I ever worked at with the highest levels of Ownership. I sincerely hope that you have had or will have the opportunity to work at a company like that someday. OK that’s the summary of Autonomy. Let’s take a closer look at Mastery now. Mastery is the desire to get better at something that matters. That’s important, I’ll say it again – Mastery is the desire to get better at something that matters. The important part of this definition is the “that matters” part. It’s not about improving at anything, it’s not about improving at something you don’t want to do, don’t believe in or doesn’t align with your values, progress in a direction you don’t want to be going isn’t real progress, it’s just like moving rocks around in different piles. True fulfillment comes from true mastery, and that is doing things you love, not things that suck your soul. And when we improve at things that matter to us, that align with what we believe in, this makes inspired and motivated, the ultimate formula for employee motivation. So that is the 2nd component of AMP – Mastery. The 3rd component of AMP is Purpose, and we talk about Purpose a lot. Purpose is the yearning to do what we do in the service of something larger than ourselves. Again - Purpose is the yearning to do what we do in the service of something larger than ourselves. This is so core to who we are and why Books like Start with Why are such critical reading material for us. The significance of something bigger than ourselves is that we need to visualize something to grow into so that we at a personal level can expand and grow. This is part of the continual improvement process, we need to be upleveling and bringing in new information at all times. And we all know that we can’t expand if we just sit around and do the same thing all the time, purpose is about doing something new and inspirational. OK let’s wrap up this 2nd segment by defining the 3 different components of AMP. Autonomy is the urge to direct our own lives, Mastery is the desire to get better and better at something that matters and Purpose – the yearning to do what we do in the service of something larger than ourselves.

SEGMENT 3

OK I promised to share the motivation model that I give to all my clients, and here it is. So the context is that this isn’t a stand-alone tool or resource, it’s actually part of my Relationship Design tool that I share out with leaders to use with their team. Relationship Design is hands down one of the most robust and valuable tools I give to clients, It’s a tool to use at the start of the relationship that sets out the norms of how you are going to be working together, preferences, working styles, And within the Relationship Design, there’s a dedicated section to motivation. Because leaders often come out and ask me, how to motivate their employees, because they don’t know the aspects of what specifically motivates them, and I tell them the simple truth, the easiest way to motivate your employees is to have a conversation with them and ask them what motivates them. And this is a situation where an open-ended question probably won’t serve you, so what I’ve created in my model is a list of 4 different items, then your team member has a starting point to rank these items in order of importance. Here’s my suggested list of the 4 motivators – 1-Having an impact, 2-Personal growth & development, 3-Salary/bonus, 4-Advancement & title. Ask your employee to rank these items in order of importance for them. Remember, there is no right and no wrong, this is by no means an extensive list. It’s just a start. it’s simply about understanding what is important to them. The order of their list might be different than your list, and that’s ok. This is a process of understanding your team member, and what makes them tick individually. I remember years ago being given a gift of appreciation, and the person, of note was a female, bought me one of those charm bracelets, I can’t remember the name of the place, but it was a chain retail store here in Canada, and their model was that you start out with the charm bracelet and you keep adding to the charms over the years for special occasions, until it weighs about 10 pounds and you feel like people can hear you entering the room with all your jingle/jangling. Just kidding. Now there’s nothing wrong with these charm bracelets, I think they’re a great idea to be honest, BUT if anyone knows even a little bit about me, they know that I am a minimalist and this doesn’t align with who I am at all. Which is why I was so shocked when I received it to be honest. But the interesting thing is, the person who ended up buying it for me, had one herself and she loved it – loved the jingle jangle. So that’s a perfect example of buying something that is NOT for me and not aligned with who I am. I’ll contrast this with another example of a boss who knew exactly who I was and how to motivate me. Whenever I would finish a great event, launch, party or campaign, he would always proudly come up to me and say well that was phenomenal, I want you to get on the phone tomorrow and contact the travel agent and book yourself a trip – anywhere I wanted to go. You see, he knew that travel was my love language and it was the number one thing that I wanted and to be able to book trips through work and be covered by work was a brilliant perk. I don’t think I’ve ever received a better perk than that. He understood the motivation, knew what I wanted and delivered on the promise. What a brilliant leader, who followed great guidelines of employee motivation. So far we’ve been talking about core motivational principles. I’ve shared a list of a lot of big things you can do for your employees, things like compensation are really big factors, for motivation, as are career development. but remember there are many, many regular day to day things you can do as a leader that are going to motivate your employees. Remember that saying from Maya Angelou, I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel” And the feeling is really what creates the loyalty and connection. So here’s a list of 5 motivation investments you can do to motivate your employees on a regular basis. 1 - Listen 2 - Be consistent, 3- Push them 4 – Appreciate them 5 – Hold their vision. Let’s go through each of these more clearly. The first one is Listen– be enamoured with their ideas, be interested in their perspectives and care about their opinions. Our core need at work is to be seen and heard, so that a leader isn’t organized and doesn’t know what they’re doing honour that. The second one is Be consistent. No one wants a Manager who is constantly moving meetings around and changing priorities. Inconsistency sends a message, and these are not the people we want to be working for. The third I’ve listed here is “Push them”, meaning push them out of their comfort zone, hold up their potential in the mirror and make them step into it. People will never forget those who are associated with their growth and expansion, it’s a magical feeling and you’ll be lucky if they remember you every time they think of it. The fourth motivation investment is Appreciate them. Remember, you can never, ever, ever acklowdedge someone’s greatness too much. Give compliments, give acknowledgements, it never gets old and you can never give too many. The fifth to dive into here is Hold their vision. What an honour to be able to hold their vision – no matter how big or small, whether it is work related or personal, it can be a career plan, qualification, personal financial goal, family goal. Doesn’t matter what it is, if its important to them, it should be equally important to you to cheer them on and help bring it to life. OK, let’s recap those 5 5 motivation investments to encourage your employees on a regular basis. 1 - Listen 2 - Be consistent, 3- Push them 4 – Appreciate them 5 – Hold their vision. 

WRAP UP

OK it’s time to wrap up this episode on Employee Motivation. As always, if you’re inspired by the content today, please share this episode with a friend, colleague or on social media. You can also subscribe to this podcast on my website at thecorporateyogi.com. If you want to book a time to chat with me directly, to discuss motivation or coaching in general you can find my booking link on LinkedIn or Instagram @thecorporateyogi. And as always, remember, that any fear, or resistance you hold inside of you, is simply just your greatness in disguise.

This episode is dedicated to all growth junkies who love to learn and grow. There is a downside to growth though, when we spend all our time learning we start to feel a little burned out or exhausted. I call it a growth hangover and it happens when we spend a disproportionate amount of time outside of our comfort zone. So, get out of your head, into your heart and let’s talk about growth hangovers.

This episode is dedicated to doing less and achieving more. In our culture of hyper consumerism and excessive consumption we are a society that loves to have more, acquire more, do more, be more and collect more. But is more always better? Find out the answer in this episode. So, get out of your head, into your heart and let’s talk about the art of subtraction.