Second, people are highly motivated by working in a high
trust environment. This is created by keeping people in the know.
When people feel that they are aware of everything that af-
fects their work and their position, they have higher levels of trust
and motivation to perform than if they feel that they are being
kept in the dark.
Perhaps the best way to keep people in the know, as I have
emphasized throughout this book, is to have regular weekly staff
meetings, where everyone gets a chance to talk about what they
are doing in front of everyone else. This is one of the most power-
ful team building exercises of all.
Third, people are motivated by being made personally re-
sponsible for results. This is one of the most powerful tools of
all to build competence and confidence in people. Give them
important, challenging work to do and then support them while
they do that work. The more responsibility a person takes on, the
more he or she grows as a decision maker and leader and the
more valuable he or she will be to your company.
Fourth, people are motivated by opportunities for personal
growth and promotion. Many people will take or stay at a job that
pays less than they can earn somewhere else if they feel that they
are becoming better skilled and more competent as a result of
the work they do. They know inherently that these additional
skills and experiences will make them more valuable in the fu-
Much to the surprise of most managers, money and working
conditions are fifth and sixth on the list of what motivates people
at work.
The Dynamics of Top Teams
The dynamics of top teams and the reasons for their outstanding
performance have been studied for many years, all over the
world. The teams in these studies had all achieved remarkable
business successes.
They had reduced costs dramatically in short periods of time
in order to stay competitive in tough markets. They had often
reduced product development time from three years to six
months. Some had created brand new products and industries in
the face of vigorous competition and gone on to world domina-
Each of these top teams have five characteristics in common:
1. Shared Goals
The first characteristic of top teams is that they share goals and
objectives. Each team member is perfectly clear about the job to
be done. They know the answer to the question, ‘‘What exactly
are we trying to do?’’
Top teams seem to be highly interactive. They discuss and
agree on the ideal future vision of what the perfect product or
service would look like or what their goal would look like if they
achieved it. They discuss, explain, and agree completely on ex-
actly what needs to be done. There is a direct relationship be-
tween the amount of time taken to discuss the goals of the team
and each person’s level of commitment to achieving those goals
when the discussion is over.
When your team comes together, the first questions to ask
are, ‘‘What results are expected of us? What are we trying to do?
How are we going to go about doing it?’’
The second area to be resolved is your standards of perform-
ance. How will the team measure progress, and how will they
know that the job has been done well?
You can’t hit a target that you can’t see. If people are not clear
about the results or clear about how results will be measured, the

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