Fear & Consequence

Quick reference

• 00:04 In this video, we're gonna look at step six, implement strategies.
• 00:09 You guys have done so great getting this far.
• 00:13 Building that foundation, getting those leadership skills up.
• 00:16 Now we're gonna start implementing the strategies.
• 00:19 Because once you have leverage on your team to create that change,
• 00:23 they need something to look forward to that will give them pleasure.
• 00:27 Something that they believe they can have or be or do, and it's within their reach.
• 00:33 So this will keep them motivated in striving to hit the outcome.
• 00:38 You also need a heavy enough consequence if your team does not achieve the outcome,
• 00:43 right?
• 00:44 We talked a lot about that.
• 00:46 So you need both things.
• 00:48 So that's what we're gonna look at in this video.
• 00:51 So we're gonna start with fear and consequence,.fear and consequence.
• 00:55 We've talked a little bit about that.
• 00:57 In the authoritative leadership style,
• 01:01 fearing consequence is that way to get the leverage, okay?
• 01:06 So, if you don't achieve this goal, you will lose your job, right?
• 01:10 Or you won't get the promotion in the military, right?
• 01:14 In this type of situation.
• 01:16 Hey, others will die.
• 01:18 Or you will die, okay?
• 01:20 Those are those extreme cases.
• 01:23 Or it might be, hey,
• 01:24 listen, this is a once in a lifetime opportunity, and then it's gone.
• 01:30 Okay? So as humans,
• 01:31 we don't want to lose anything, right?
• 01:33 That fear of loss is gonna get us to take action and motivate us.
• 01:37 Does that make sense?
• 01:39 Okay. You see it all the time on TV, right?
• 01:41 You've got something that they're selling and the timer's ticking down,
• 01:45 the number of items they have is ticking down.
• 01:47 I don't wanna lose out on this deal, right?
• 01:49 That's how our brains are wired.
• 01:51 Okay?
• 01:52 So that's a big one.
• 01:53 Now, number two, fear and consequence.
• 01:56 How is the company going to suffer?
• 01:59 Okay? Because if you have somebody that cares
• 02:01 about a company and that's one of their motivating factors, you wanna
• 02:06 define clearly how the company will suffer if you do not hit your goals, okay?
• 02:11 So, revenues will be down.
• 02:14 We're gonna have to do a round of layoffs if we don't make this work.
• 02:17 We're gonna lose market share.
• 02:19 We're gonna have lower commissions, etcetera.
• 02:22 Whatever that motivation factor is for that team, or
• 02:25 that individual, right, that's what you use.
• 02:28 And you can use that in your fear and consequence, okay?
• 02:31 Or the department, hey, the department suffers.
• 02:34 How the department will be looked upon by executive team
• 02:38 if you guys aren't successful.
• 02:39 Or losing resources, right?
• 02:42 Loss of something is very effective in causing immediate change, right?
• 02:46 Now, gaining something will sustain that change, but in the short-term,
• 02:51 to get somebody to move, that loss will get people to move, okay?
• 02:55 Next, use leverage that you know will resonate with the individual, okay?
• 03:01 Whatever you've uncovered, use it with that individual.
• 03:04 Okay? Hopefully that makes sense.
• 03:06 And I remember being in the corporate world.
• 03:09 And whenever a big decision came around, something with computers or
• 03:14 technology, back then, IBM was the standard.
• 03:18 Okay?
• 03:18 They were not the cheapest by any means, right?
• 03:21 But they were the standard.
• 03:23 And we had a saying around the office, nobody ever got fired for
• 03:26 buying an IBM, okay?
• 03:28 Now, did that mean it was necessarily the best product?
• 03:32 No, not necessarily.
• 03:34 Did that mean that we were getting the best price?
• 03:36 No, not necessarily, okay?
• 03:37 But because of that fear and consequence,
• 03:40 nobody wanted to make the wrong buying decision.
• 03:43 Okay, so they would go with an IBM.
• 03:45 Hey, no one ever got fired, hey, it's IBM.
• 03:47 It's the best, okay?
• 03:49 So that's what we're talking about with fear and consequence.
• 03:52 Now, if you're in that authoritative leadership style, okay, and
• 03:56 again, some of these styles are good, some of these styles are bad,
• 04:00 depending on how you use them.
• 04:02 Okay? On their own,
• 04:03 neither one is better than the other, okay?
• 04:05 But these are different ways to motivate the people that you're working with.
• 04:08 So authoritative, losing your job, won't get the promotion, right?
• 04:13 You will die or others will die if it's a military situation or
• 04:16 a different situation.
• 04:16 This is a once in a lifetime opportunity, then it's gone.
• 04:21 Make sure you show them how the company will suffer
• 04:24 if you don't achieve your goal, right?
• 04:26 Define clearly how that will happen, and share it with them.
• 04:30 Revenues are down, we'll have to do a round of layoffs,
• 04:32 loss of market share, lower commissions, etcetera.
• 04:35 Department suffers, because, hey,
• 04:37 if we don't achieve this goal, how are the executives gonna look at our department?
• 04:42 Right? We're gonna lose resources if we
• 04:43 don't perform.
• 04:45 Okay? Loss of something
• 04:46 is very effective in causing immediate change.
• 04:49 Gaining something will sustain that change, but
• 04:52 to get that immediate movement, loss is very powerful, okay?
• 04:57 And next, use leverage that you know will resonate with the individual, okay?
• 05:02 You guys got this.
• 05:03 We're moving on.
• 05:04 We'll see you in the next video.

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