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Great Leaders Master "Level 2 Leadership Communication" - Motivating the Team as a Team

Guest post by: Skip Weisman

Article Overview: Learn the 3 T's of Leadership Motivational Communication: what to say, when to say it and how to say it!

Free Download - The “Science” of Workplace Communication & Performance Management By Skip Weisman
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Great Leaders Master "Level 2 Leadership Communication" - Motivating the Team as a Team

Legendary stories abound about locker room oratory as 21st Century coaches channel Knute Rockne to rally the players before heading out on the field for the Championship game.

Yet, if you ask many coaches and athletes what the pre-game speech is like prior to most big games you would learn that the talk was rather subdued and matter of fact.

The reason for this is athletes don't need to get motivated for the championship game, they know what it means to get to that level of success, what the stakes are, and how unlikely it is they will have the opportunity to play at that level ever again.

Often, you find the real motivational talks take place at key moments along the journey to the big game.

The best coaches know when to pull out the motivational talk, when to let the team leaders speak, and when to trust the professionals they hired to motivate themselves.

In 10-years of coaching business leaders it seems that this is probably the number one area they struggle with most trying to maximize motivation from their team of employees.

This leadership communication challenge hovers around what I call the "3 T's of Leadership Motivational Communication:"

• Texture (what to say)

• Timing (when to say it), and most importantly,

• Tone (how to say it)

Even when the 3 T's are aligned properly, sometimes its still not enough to deliver the desired results. This is due to other factors in the work environment impacting motivation. Often, there are de-motivators sabotaging the best motivational sessions.

Human motivation is a dicey, sometimes confusing, and always a multi-faceted thing too, many organizational leaders ignore and just keep spewing forth the Rocknesque oratory, with little to show for it in terms of results.

There are six different motivational theories that are always at play in work environments that unless a business leader understands, the confusion and frustration will continue.

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Home > Business-Coach > Skip Weisman > Great Leaders Master Level 2 Leadership Communication Motivating the Team as a Team >
Article Tags: business leaders, communication, Leadership, motivation, teambuilding, teamwork

About the Author: Skip Weisman
RSS for Skip's articles - Visit Skip's website

Skip Weisman, The Leadership & Workplace Communication Expert, spent 20-years creating high-performing, high morale work environments for minor league baseball franchises in the United States between 1982-2001. (http://www.workplacecommunicationexpert.com)

In fact, Skip was CEO for 5 different franchises, including one that he started from scratch and within 3 years had built into a $3 million business. On two other occasions, Skip transformed two financially struggling franchises into profitable businesses within the first year of taking over as CEO.

Since 2001, Skip has been working with businesses and not-for-profit organizations of all sizes and all industries including regional banks, insurance agencies, building contractors, plumbers and CPA firms, creating motivating, high-performing work environments.

Organizational leaders are going to want to read his latest white paper on workplace communication:

The 7 Deadliest Sins of Leadership & Workplace Communication: How Leaders and Employees Unknowingly Undermine Morale, Motivation and Trust in Work Environments

It is available as free download at www.HowToImproveLeadershipCommunication.com

 



Click here to visit Skip's website
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More from Skip Weisman
Why Successful Organizational Leaders Burn Their Mission Statements
The 1 Leadership Communication Problem Preventing Your Employees from Doing Exactly What You Want
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The Science of Workplace Communication Performance Management
Why 44 of Todays Leaders Are Unhappy With Their Employees Performance


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