Chapter Title Here Please / 1
Others
100
Ways
to
Motivate
STEVE CHANDLER
and
SCOTT RICHARDSON
How Great Leaders
Can Produce Insane Results
W ithout Driving People Crazy
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RR
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EVISEDEVISED
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Franklin Lakes, NJ
2 / 100 Ways to Motivate Others
Copyright © 2008 by Steve Chandler and Scott Richardson
All rights reserved under the Pan-American and International
Copyright Conventions. This book may not be reproduced, in whole
or in part, in any form or by any means electronic or mechanical,

of music and violin at the University of Arizona.
To Chuck Coonradt, who, unlike other consultants,
not only talks about how to motivate others, but has a
proven system, the Game of Work, that delivers stunning
results and fun to the workplace in the same breath. Chuck
used the Game of Work on his own business first, and
blew the lid off the results for his company Positive Mental
Attitude Audiotape. Chuck realized that what he had cre-
ated, the Game of Work system, was worth a fortune to
companies of all sizes: It brought more financial success
than even Positive Mental Attitude! Chuck has helped our
own businesses succeed.
To our master motivator-coach extraordinaire Steve
Hardison (www.theultimatecoach.net) about whose talents
we have written much, but never enough.
To Ron Fry, Stacey Farkas, and Michael Pye at Career
Press for many years of wonderful service to our writing
efforts.
And to the memory of Lyndon Duke (1941–2004), a
magnificent teacher, motivator, and friend.
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Chapter Title Here Please / 7
While business is a game of numbers,
real achievement is measured in infinite emotional
wealths: friendship, usefulness, helping, learning, or,
said another way, the one who dies with the most
joys wins.
—Dale Dauten
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Contents

29. Play Both Good Cop and Bad Cop 79
30. Don’t Go Crazy 80
31. Stop Cuddling Up 82
32. Do the Worst First 84
33. Learn to Experiment 89
34. Communicate Consciously 90
35. Score the Performance 91
36. Manage the Fundamentals First 94
37. Motivate by Doing 96
38. Know Your People’s Strengths 98
39. Debate Yourself 104
40. Lead With Language 106
41. Use Positive Reinforcement 109
42. Teach Your People “No” Power 110
43. Keep Your People Thinking Friendly Customer Thoughts 112
44. Use Your Best Time for Your Biggest Challenge 116
45. Use 10 Minutes Well 117
46. Know What You Want to Grow 118
47. Soften Your Heart 120
48. Coach Your People to Complete 121
49. Do the Math on Your Approach 123
50. Count Yourself In 125
51. To Motivate Your People, First Just Relax 127
52. Don’t Throw the Quit Switch 131
53. Lead With Enthusiasm 133
54. Encourage Your People to Concentrate 135
55. Inspire Inner Stability 137
56. Give Up Being Right 139
57. Wake Yourself Up 140
58. Always Show Them 142

89. Stop Pushing 191
90. Become Conscious 193
91. Come From the Future 194
92. Teach Them to Teach Themselves 196
93. Stop Apologizing for Change 197
94. Let People Find It 199
95. Be a Ruthless Optimist 201
96. Pay Attention 202
97. Create a Routine 204
98. Deliver the Reward 206
99. Slow Down 208
100. Decide to Be Great 209
101. Let Them See You Change and Grow 210
Recommended Reading 217
Index 219
About the Authors 225
Introduction / 13
13
Introduction
Time to Play Go Fish
Don’t believe anything you read in this book.
Even though these 100 pieces were written from real-
life coaching and consulting experience, you won’t gain
anything by trying to decide whether you believe any of them.
Belief is not the way to succeed here. Practice is the way.
Grab a handful of these 100 tried and proven ways to
motivate others and use them. Try them out. See what you
get. Examine your results. That’s what will get you what
you really want: motivated people.
Most people we run into do what doesn’t work, be-

Paradoxes such as:
1. To get more done, slow down.
2. To get your point across, stop talking.
3. To hit your numbers faster, take them less
seriously and make a game of it.
4. To really lead people, go ahead of them.
These are a few of the paradoxes that open leadership
up into a spiral of success you have never imagined.
Enjoy this book as much as we enjoyed writing it for
you. We hope you’ll find, as we have, that leadership can
be fun if you break it into 100 easy pieces.
Introduction / 15
Well, even that’s not completely true. There are actu-
ally 101 Ways in this newly revised paperback version of
the original. We wanted to add in the best motivational
tool of all: inspiration. How you can inspire your people
by letting them watch you grow. Letting them see a “be-
fore” and “after” picture of you as you master more and
more skills of excellent leadership. You might even skip
to the last “way” and read it first, then go on to read the
rest of the book, because by reading the book itself you’ll
be demonstrating Way 101, a bonus for this new edition.
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Chapter Title Here Please / 17
Others
100
Ways
to
Motivate
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20 / 100 Ways to Motivate Others
“You can’t manage anyone. So there, you can go and
have a great game.”
“What are you saying?” asked the manager. “I thought
you give whole seminars on motivating others. What do
you mean, I can’t?”
“We do give whole seminars on this topic. But one of
the first things we teach managers is that they can’t really
directly control their people. Motivation always comes from
within your employee, not from you.”
“So what is it you do teach?”
“We teach you how to get people to motivate them-
selves. That is the key. And you do that by managing agree-
ments, not people. And that is what we are going to discuss
this morning.”
The manager put his car keys in his pocket and sat
down in the first seat closest to the front of the room for
the rest of the seminar. He has spent his whole life trying
to manage the behavior and emotions of other people, at
home as well as at work. Therefore, his life was full of
stress and disappointment. We were going to show him
that motivation comes from the inside, not the outside.
2. Teach Self-Discipline
Discipline is remembering what you want.
—David Campbell, Founder, Saks Fifth Avenue
The myth that nearly everyone believes is that we “have”
self-discipline. It’s something in us, like a genetic gift, that
we either have or we don’t.
/ 21
The truth is that we can all “have” self-discipline. The

Teach Self-Discipline
22 / 100 Ways to Motivate Others
Listen to how people get this so wrong:
“He would be my top salesperson if he had any self-
discipline at all,” a company leader recently said. “But he
has none.”
Not true. He has as much self-discipline as anyone else
does; he just hasn’t chosen to use it yet. Just as we all have
as many Spanish words to draw upon as anyone else.
It is true that the more often I choose to go to my little
dictionary and use the words, the easier it becomes to use
Spanish. If I go enough times to the book, and practice
enough words and phrases, it gets so easy to speak Spanish
that it seems as if it’s part of my nature, like it’s something
I “have” inside me. Just like golf looks as if it comes natu-
rally to Tiger Woods.
Self-discipline is the same.
If the person you lead truly understood that self-discipline
is something one uses, not something one has, then that
person could use it to accomplish virtually any goal he or
she ever set. That person could use it whenever he wanted,
or leave it behind whenever he wanted.
Instead, people worry. They worry about whether
they’ve got what it takes. Whether it’s “in” them. Whether
their parents and guardians put it there. (Some think it’s
put there experientially; some think it’s put there geneti-
cally. It’s neither. It’s never put “in” there at all. It’s a tool
that anyone can use. Like a hammer. Like a dictionary.)
Enlightened leaders get more out of their people be-
cause they know that each of their people already has ev-

“The person across from you.”
“What’s my agenda?”
“No agenda.”
Tune In Before You Turn On
24 / 100 Ways to Motivate Others
“What do I ask them?”
“How is life? How is life for you in this company? What
would you change?”
“Then what?”
“Then just listen.”
“I don’t know if I could do that.”
The source of his major account team’s low morale
had just been identified. The rest was up to Lance.
4. Be the Cause, Not the Effect
Shallow people believe in luck. Wise and strong people
believe in cause and effect.
—Ralph Waldo Emerson
A masterful motivator of others asks, “What do we want
to cause to happen today? What do we want to produce?”
Those are the best management questions of all. People
who have a hard time managing people simply have a hard
time asking themselves those two questions, because
they’re always thinking about what’s happening to them
instead of what they’re going to cause to happen.
When your people see you as a cause instead of an
effect, it won’t be hard to teach them to think the same
way. Soon, you will be causing them to play far beyond
their own self-concepts.
You can cause that to happen. But it all comes from
who you are being from moment to moment. A producer