This group is very eager to learn.  They ask questions that indicate a certain sophistication of which would excite any trainer. We've been discussing the manager's responsibility to create a climate for sharing success, the diversity of human styles, various leadership behaviors, the organizational purpose of delegation, and the fundamentals of how employees motivate themselves in response to organizational systems. Our discussions have been driven by their enthusiastic nature to inquire.  They seem to be aware of topics we have not yet discussed and want to talk about them in an integrative way, which is enjoyable. This group is astute.

Today, we worked on our understanding of motivation.  We discussed the classic concepts of motivation and how they may be understood and applied.  We acknowledged culture and its impact on motivation and the fact that, generally, assumptions we have of others impacts how we view motivation and how we approach it.

Here are some of the things we talked about that systems, managers, and individuals can do to impact the level of motivation within organizations.  These lists are composed of their ideas.

Things Organizations Can Do To Provide A Motivating System:
Assess and meet day care needs
Space (total (improve working conditions))
Create policies that place an emphasis on success (catching people doing things right)
Support flex time, professional development, creating a "safe" environment, and appropriate training
Security (all satisfiers on board)
Provide appropriate tools and equipment, support a good appraisal system
Insure frequent communication across the board
Recognize that there are relatively no secrets
Encourage staff feedback
Establish goals
Be responsive to change
Insure equitable salary ranges
Insure equitable benefits
Insure equitable work equipment opportunities
Manage for the best in us
Maintain, and enhace a formal recognition and rewards program
Provide professional enhancement and personal development opportunities
Promote flex plans that allign with employee needs
Eliminate policies that punish everyone for one individual's past indiscretion
Create policies that encourage trust and honesty
Keep managers informed about all aspects of meeting the mission to develop a sense of trust

Things Managers Can Do To Provide A Motivating System:
Be sensitive and caring of others
Be honest and use courage
Maintain energy, be fair, and balance concern for task & people
Be knowlegable, supportive, emphatetic, and provide recognition
Be trusting, complimenting sincerely, and good communicators
Develop facilitation skills
Excercise flex time options
Explain “big picture”
Trust employees
Provide training & Career Development
Create an accepting atmosphere
Develop training plans
Develop consistency of practices
Identify needs (Ask)
Communicate openly:
    Expectations
    Organization norms
               celebrate successes & rewards
    Two-way feedback
Provide training
Provide challenges to employees
Facilitate Herzberg "satisfiers"
Accept Responsibility
Improve communication to foster trust
Allow people to make contributions based on skills and interests
Provide on-going recognition of employees' contributions
Promote continuous learning

Things Individual Can Do To Provide A Motivating System:
Develop the ability to respect, care for, and trust others
Find enjoyment in their work and challenge themselves
Development themselves, help others, align goals with org. and become involved
Learn something new
Recognize fellow employees for jobs well done
Accept challenges
Take responsibility for actions and excercise authority when given
Communicate
Set Goals
Know self
Understand system & managers
Accept challenges & responsibilities
Recognize Peers

Leadership Bibliography
I noticed that in our discussions, some of you were mentioning various book titles that you have read.  I thought you might be interested in this bibliography.

Adams, Scott.  Dogbert’s Top Secret Management Handbook.  New York, New York: HarperCollins Publishers, Inc., 1996.
Autry, James A.  Love & Profit:  The Art Of Caring Leadership.  New York, New York:  William Morrow And Company, Inc., 1991.
Barker, Joel Arthur.  Paradigms: The Business Of Discovering The Future.  (Previously Published Under The Title Future Edge:  Discovering The New Paradigms Of Success).    New York,  New York: HarperCollins Publishers, Inc., 1992.
Bennis, Warren, and Burt Nanus.  Leaders:  Strategies For Taking Charge.  Second Edition. New York, New York: HarperCollins Publishers, Inc., 1997.
Bennis, Warren and Joan Goldsmith. Learning To Lead: A Workbook On Becoming A Leader.  Updated Edition.  Reading, Massachusetts: Addison-Wesley Publishing Company, 1997.
Bennis, Warren.  Managing People Is Like Herding Cats.  Provo, Utah:  Executive Excellence Publishing, 1997.
Bennis, Warren.  On Becoming A Leader.  Reading, Massachusetts: Addison-Wesley Publishing Company, Inc., 1989.
Block, Peter.  The Empowered Manager: Positive Political Skills At Work.  San Francisco, California: Jossey-Bass Inc.,  Publishers, 1987.
Block, Peter,  Stewardship.  San Francisco, California:  Berrett-Koehler Publishers, 1996.
Burns, James MacGregor.  Leadership.  New York, New York: Harper & Row, Publishers, 1978.
Byham, William C.  Zapp!  The Lightning Of Empowerment.  New York, New York: Harmony Books, 1988.
Clark, Kenneth e. and Miriam B. Clark.  Choosing To Lead.  Second Edition.  Greensboro, North Carolina:  Center For Creative Leadership, 1996.
Conner, Daryl R. Leading At The Edge Of Chaos:  How To Create The Nimble Organization.  New York, New York:  John Wiley & Sons, Inc., 1998.
Conner, Daryl R.  Managing At The Speed Of Change.  New York, New York: Villard Books, 1994.
Covey, Stephen R., A. Roger Merrill, and Rebecca R. Merrill.  First Things First.  New York, New York: Simon & Schuster, 1994.
Covey, Stephen R.  Principle-Centered Leadership.  New York, New York:  Summit Books, 1991.
Covey, Stephen R.  The Seven Habits Of Highly Effective People.  New York, New York: Simon and Schuster, 1989.
Daniels, Aubrey C.  Bringing Out The Best In People.  New York, New York: McGraw-Hill, Inc., 1994.
Dean, Peter J. (Editor).  Performance Engineering At Work.  Batavia, Illinois: International Board of Standards for Training, Performance and Instruction, 1994.
De Pree, Max.  Leadership As An Art.   New York, New York:  Bantam Doubleday Dell Publishing Group, Inc., 1989.
De Pree, Max.  Leadership Jazz.  New York, New York:  Bantam Doubleday Dell Publishing Group, Inc., 1992
Frick. Don M. and Larry C. Spears.  (Editors).  Robert K. Greenleaf On Becoming A Servant-Leader.  San Francisco, California:  Jossey-Boss, Publishers, 1996
Gardner, Howard.  Leading Minds:  An Anatomy Of Leadership.  New York, New York:  BasicBooks, 1995.
Gardner, John W.  On Leadership.  New York, New York: The Free Press, 1990.
Gilbert, Thomas F.  Human Competence: Engineering Worthy Performance.  Washington, D. C.:
The International Society For Performance Improvement and Amherst, Massachusetts: HRD Press, Inc., 1996.
Hesselbein, Frances, Marshall Goldsmith, and Richard Beckhard. (Editors).  The Leader Of The Future:  New Visions, Strategies, And Practices For The Next Era.  San Francisco, California:  Jossey-Bass Publishers, 1996.
Heifetz, Ronald A.  Leadership Without Easy Answers.  Cambridge, Massachusetts: The Belknap Press of Harvard University Press, 1994.
Hersey, Paul, Kenneth H. Blanchard, and Dewey E. Johnson.  Management Of Organizational Behavior:  Utilizing Human Resources.  Seventh Edition.  Upper Saddle River, New Jersey:  Prentice Hall, 1996.
Kaltman, Al.  Cigars, Whiskey, & Winning:  Leadership Lessons From General Ulysses S. Grant. Paramuys, New Jersey:  Prentice Hall Press, 1998.
Kotter, John P.  Leading Change.  Boston, Massachusetts: Harvard Business School Press, 1996.
Kouzes, James M. and Barry Z. Posner.  Credibility.  San Francisco, California: Jossey-Bass Publishers, 1993.
Kouzes, James M and Barry Z. Posner.  Encouraging The Heart:  A Leader's Guide To Rewarding And Recognizing Others.  San Francisco, California:  Jossey-Bass Publishers, 1999.
Kouzes, James M. and Barry Z. Posner.  The Leadership Challenge: How To Keep Getting Extraordinary Things Done In Organizations.  Second Edition.  San Francisco: Jossey-Bass Publishers, 1995,
Kriegel, Robert and David Brandt.  Sacred Cows Make The Best Burgers: Paradigm-Busting Strategies For Developing Change-Ready People And Organizations.  New York, New York: Warner Books, Inc., 1996.
Kriegel, Robert J. and Louis Patler.  If It Ain’t Broke...Break It!  New York, New York: Warner Books, Inc., 1991.
LeBoeuf, Michael.  Getting Results: The Secret Of Motivating Yourself And Others.  (Previously Published As GMP: The Greatest Management Principle In The World).  New York, New York: Berkley Books, 1985.
Mager, Robert F., and Peter Pipe.  Analyzing Performance Problems or You Really Oughta Wanna.  Third Edition.  Atlanta, Georgia: The Center For Effective Performance, Inc., 1997.
Manz, Charles C.  The Leadership Wisdom Of Jesus: Practical Lessons For Today.  San
Francisco, California: Berrett-Koehler Publishers, Inc., 1998.
McMichael, James F.  The Spiritual Style Of Management:  Who Is Running The Show Anyway?  Havana, Florida:  Spirit Filled Press, Inc., 1996.
Micklethwait, John and Adrian Wooldridge.  The Witch Doctors: Making Sense Of The Management Gurus.  New York, New York: Times Books, 1996.
Nanus, Burt.  Visionary Leadership.  San Francisco, California: Jossey-Bass Inc., Publishers, 1992.
Nelson, Bob.  1001 Ways To Reward Employees.  New York, New York: Workman Publishing Company, Inc., 1994.
Oakley, Ed, and Doug Krug.  Enlightened Leadership: Getting To The Heart Of Change.  New York, New York: Simon & Schuster, 1991.
Peters, Thomas J., and Robert H. Waterman, Jr. In Search Of Excellence.  New York, New York:  Harper & Row, Publishers, 1982.
Roberts, Wess.  Leadership Secrets Of Attila The Hun.  New York, New York: Warner Books, Inc., 1987.
Rummler, Geary A., and Alan P. Brache.  Improving Performance: How To Manage The White Space On The Organization Chart.  Second Edition.  San Francisco, California: Jossey-Bass Publishers, 1995.
Ryan, Kathleen, D., and Daniel K. Oestreich.  Driving Fear Out Of The Workplace: How To Overcome The Invisible Barriers To Quality, Productivity, And Innovation.  San Francisco, California: Jossey-Bass Inc., Publishers, 1991.
Sholtes, Peter R., Brian Joiner, and Barbara J. Streibel.  The Team Handbook.  Second Edition.  Madison, Wisconsin:  Oriel Incorporated, 1996.
Scholtes, Peter R.  The Leader’s Handbook: Making Things Happen, Getting Things Done.  New York, New York: The McGraw-Hill Companies, Inc., 1998.
Senge, Peter M.  The Fifth Discipline: The Art And Practice Of The Learning Organization.  New York, New York: Doubleday/Currency, 1990.
Tichy, Noel M.  The Leadership Engine: How Winning Companies Build Leadership At Every Level.  New York, New York:  HarperCollins Publishing, Inc., 1997.

Howard M. Rasmussen
Revised 3/22/99
 

Just a note to the managers at the City of Tallahassee:
This is my schedule with the City, I will be delivering:
Level I to group C August 17 & 18 and 24 & 25  (TJ Moroney - Guest Facilitator - Lottery)
Level II to group A August 19 & 20 and 26 & 27 (Howard Rasmussen - Guest Facilitator - FCPM)
I may do more with the City, but it will be after the new year.

Please submit your CPM outside requirement work on "work process improvement" to the Davis Award
Panel.  You can find a nomination form on the web page: http://www.floridataxwatch.org/

Don't Forget to visit the CPM Web Page for our schedule:  http://www.fsu.edu/~cpm/
Visit Sterling's webpage to see how other organizations improve: http://www.floridasterling.com/

Don't forget to read Improvement Driven Government and to write the application.  Also, look at the comp Exam and begin that process also.  I hope to hear from you again soon.  Send me an E-mail.