You are probably familiar with the saying “the glass is half full.” Just like people are either cat people or dog people, I think people are either glass half full or glass half empty people. One means you have a tendency toward seeing the positive and the other means you have a tendency toward seeing the negative.
Well, it turns out that goals are the same way. Goals can be classified as Promotion or Prevention.
Promotion goals are all about what you can achieve. They are about what you’d ideally like to accomplish and how you can maximize your gains. Promotion goals are the glass half full goals. “I’m going to finish writing that novel” is a promotion goal.
Prevention goals, on the other hand, are about safety or obligation. They are the things you feel you ought to do in order to minimize loss and avoid pain. Prevention goals are the glass half empty goals. “I really need to start looking for a job because I heard layoffs may be coming” is a prevention goal.
Understanding the type of goal is helpful because there are different strategies and motivators that you should use depending on which type of goal it is.
There is a concept called Expectancy Value Theory. It says that people are motivated to do something as a function of 1.) how likely they are to be successful (this is the expectancy part), and 2.) how much they think they will benefit (this is the value part).
For promotion goals, the Expectancy Value Theory is generally driven by how likely you think you will be to succeed. Because promotion goals are achievement or accomplishment driven, it makes sense that you are going to give more consideration to your chances of success. When you complete a promotion goal, you feel a rush of success. A promotion goal makes you smile from ear to ear.
For prevention goals, you are on the other end of the Expectancy Value spectrum. Because prevention goals are more about minimizing loss or avoiding pain, you focus a lot less on the expectancy part of the equation. How likely to are to succeed has less impact because the alternative – doing nothing and suffering the expected loss – is the motivation. Whereas promotion goals result in a feeling of accomplishment, prevention goals result in a feeling of relief.
So, take a look at the goals you are currently pursing and think about them with this new filter. Is there something different you might do to accomplish them now that you know which kind of goal they are?
If you want to dive deeper, listen to our episode on Making Sense of Your Goals
Time Mindset can have a profound impact on your productivity. Productive people don’t have more time than unproductive people. But, they do have a different mindset about it. If you want to see an increase in your productivity, one of the things you need to think about is your relationship with time.
How much time have you spent thinking about your relationship with time?
Do you approach it unconsciously, or do you know where you stand with it?
I think a lot of people are really unconsciously dealing with time.
The symptoms of someone who doesn’t consciously understand their relationship with time are things like getting to the end of your day and not getting the most important things done.
Or starting every conversation with “I’m so busy” or “sorry I couldn’t get you what I promised, I’ve just been so busy.”
Another common symptom is negative self talk about your productivity. Telling yourself you just aren’t accomplishing what you want to accomplish. Being down on yourself or – even more diabolical, making yourself a victim of time.
These are all symptoms that occur when you aren’t conscious of your relationship with time. And, the simple way to fix them is to become conscious of it. Once you become conscious of it, you will begin to see that you can become more productive because your mindset sets you up to be more productive.
Notice your mindset about time. Are you making decisions about how you spend your time or are you unconsciously letting your time get by you?
Do you feel good about your time mindset?
Do you have a mindset about time that serves to make you more productive, or is it limiting you to a life where you feel like there just isn’t enough time?
Become someone who takes responsibility for your time mindset.
Expand your understanding of this topic by listening to Words Matter.
Today, we are going to cover the topic of choosing the right communication style when communicating change. This is something that is a very simple concept, but companies get it wrong so often. If you learn this concept today and commit it to your memory, I promise it will pay off at some point in your career.
Let me start by giving a quick lesson on the change curve. This is the process we all go through when faced by change. Everybody goes through these steps every time. Some people go through the steps faster than others. Even the same person might go through the steps at a different pace for different changes. We did a series on each of these phases, so if you want to dive deeper into the phases, I encourage you to go back and listen to episodes 13-16.
Episode 13: Components of Change Management: Awareness
Episode 14: Components of Change Management: Desire
Episode 15: Components of Change Management: Knowledge
Episode 16: Components of Change Management: Ability & Reinforcement
Think about a major change that you’ve gone through in your past. When you became aware of the change, how did you feel? You may have felt betrayed or you may have been in denial. Your head was probably spinning with thoughts of ‘what does this mean?” and all of the different concerns you have about the change. Your mind is going 80 miles per hour – with lots of questions. You are in a bit of a fog best case, and you could be really emotional worst case.
Because of the state of mind you are in at the time you become aware of the change, the best communication style is an informative one. Just the facts. Keep it simple. With everything else going on in your mind, there isn’t room for a lot of additional information. And, in the event the change is really big, you don’t want to hear a lot of inspirational talk. It will feel insincere. So, at the start of a change curve, communication needs to be informative.
As you work through the Desire phase and into the Knowledge phase, you begin to move into what is called Identify Crisis. At this point, your head isn’t spinning about the change and you are starting to understand what your new world will look like, but there are still a lot of unknowns so you are still unsure of your ability to step into the change. During this identity crisis phase, the best communication style is supportive. Communication needs to be softer than just the facts. It needs to give a sense of support for the impact it is having on employees. It should reinforce that the change process is normal, everyone goes through it at their own pace, and that nobody is going to be left behind. It should also be supportive in the literal sense. Provide resources people need to gain knowledge about the change and clearly outline the process they should follow if they need more support.
Finally, as you move out of knowledge and into ability, you are starting to gain a new identity. You are searching for solutions about how you will operate in the new normal. At this point, communication should be inspirational. This is when you start to paint a picture of the new world and how much better it will be than the old one. This is the time to celebrate the change. Trying to communicate inspirationally when you first announce a change will fall on deaf ears because there are more immediate needs at that time. But, one everyone has gotten through their initial shock and been able to get a better picture in their mind about how their world is going to change, they will be ready for an inspirational message to help propel them forward with confidence.
You don’t have to be in a position of authority to have an authoritative personality type.
People with Authoritative personalities are generally:
However, authoritative personalities come in different flavors. Understanding these variations can help you better understand how to work with someone more effectively.
Authoritative & Creative – they come up with a million great ideas and will inspire others. They have an aversion to routine. You will not be very successful trying to get them to follow a process.
Authoritative & Relationship oriented – they are highly attuned to their relationships. They are able to lead teams through change because they know how to collaborate, getting others onboard with the change.
Authoritative and Standards oriented – they set high objectives for themselves and expect every step to be met with high quality. They are going to give you the specific details of how they want things done.
Authoritative and Quiet - have ambitious goals, but work more independently. They will let their teams work more independently. They are more methodical, and will not spend a lot of energy rallying others to get on board with their ideas.
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