Word count: 1179 ==================================== Summary: The author observes that many operations leaders are getting a fraction of results they are capable of, because they overlook a critical results-driver, motivation. These leaders see motivation as "soft" way to get results — as opposed to "hard" determinants of cycle time, quality control, etc. — and so they avoid using it. The author asserts motivation is a "hard" tool to be used daily as a practical results-producer. ======================================== Motivational Operations by Brent Filson

There's an inexorable law operating in business. I call it law of UP — Unfulfilled Potential. One can see aspects of this law working in other areas: For instance, in neurophysiology, humans are supposed to use only a fraction of our brains' capabilities; in technology, superconductivity is not yet widely available; and in medicine, harnessing of body's abilities to fight cancers is only just beginning to be understood and realized. But law of UP is particularly dominant in business world — and especially in operations. Operations is blocking and tackling of any organization, fundamentals that create foundation for consistent success.

It's such an important function that in many companies Chief Operating Officer is usually next in line for job of CEO. If a company is not doing operations well, all of its other functions are diminished.

Having consulted with operations leaders in a variety of top companies for two decades, I've seen that many are unfortunately strict adherents to law of UP — for one main reason: They've neglected an all-important results-driver, motivation.

Clearly, many factors further operational excellence: capital, cycle time, technological advancements, quality, efficiencies, etc. But motivation is most fundamental, operational determinant at all, for it drives all others.

After all, operations is sum of people doing many jobs; and when skilled people are motivated to accomplish those jobs, great results happen.

But many operations perceive motivation as "soft" — as opposed to "hard" factors of cycle time, quality control, etc. — and so either ignore it or struggle with actualizing it on a daily basis.

I see motivation, however, as a "hard" determinant of operations that can be a concrete, a practical results-producer.

I'm going to provide four imperatives that you can use right away to achieve consistent increases in operational results. But before I do, I'll offer a working description of motivation. For leaders often fail to motivate others because those leaders misunderstand concept of motivation.

The best way for me to describe it is to describe what it is not. Motivation is not what people think or feel. It's what people do. Look at first two letters of word, "mo." When you see those letters in a word, such as "motor", "motion", "momentum", "mobile", etc., it usually means action of some kind. Look at motivation as action too. If people are not taking action, they are in point of fact not motivated.

Motivation is not something we can do to somebody else. It is always something that that someone else does to themselves. Look back over your career, and you will see that motivator and "motivatee" were always same person. As a leader, you communicate, but people whom you want to motivate must motivate themselves.

1. Great Brands tie into our emotions. It is crucial that this link be present and underlying all brand building efforts. If your brand efforts don't touch people at an emotional level, their power to leverage and attract is nil. If your own brand building efforts (You, Inc.) are not emotionally driven then your power to sustain your brand building efforts will be weak!

2. Brands are never-ending stories! Branding is a journey. The path that a brand takes is always a bit unknown. This is a key point. We do not always know what lies in "implicate order." Therefore branding is both recognition and management of present as well as creating space and opportunity for emergent possibilities within context of journey.

3. Brands have lasting value and transcend fad. While it is cool...to be cool, what matters is what lasts. Moving our brand into a position where it has to be cool to survive is sounding a death nell. Coolness is a result of brand acceptance, not brand intention. It will pay to remember that!

4. Great Brands are consistent in appearance. Everything you do to promote your brand needs design consistency. Continuous management of appearance is critical to creating brand equity and leverage. The biggest part of attraction that many people forget, is that people need to know you're there! Brand consistency must be seamless and transparent...the effects are clear, intention is subtle elegance.

5. Brands re-create categories! Look what Blockbuster did for video. Boston Market for fast food. Nike for sports. Starbucks for coffee. Each and every one of these great brands have one thing in common, they became protagonists in view of a simple goal, to reinvent entire category.