Let's start Module 2 with motivation. We talked in Module 1, especially at the end, on how super boss leaders think about recruiting talent and the untapped talent pools, creating opportunities for people in jobs, even when jobs might not exist, how they have these talents spotters. Now let's say we have some pretty good talent and by the way, that's not done and we're finished with that. Because if superbosses are defined really as generators and regenerate of talent, that process of identifying and recruiting new talent is going to continue all the way through. But let's say we have some of that good talent now, unusual talent. The next step is to motivate, there are two things that superboss leaders do when it comes to motivation. I call them the yin and the yang. The yin is around high expectations and the yang, as we'll see in the next video, is around energizing and inspiring. The yin of high expectations, superboss leaders really do create performance-driven cultures. They're demanding and they expect people to do a lot to be successful. It's not enough just to work hard you've got to actually perform, you got to get the job done. Now, in this modern economy and modern culture on a global basis. It's not that unusual to have a performance-driven culture where you got to just get that job done at a high level. I don't think that in and of itself is dramatically different. But yes, superbosses do motivate people by pushing them and pushing them hard. But I think what's a little bit different here is they're always focused on creating something when nothing existed before creating something that's new, expecting people to win and I love this idea of don't ask, don't get. You've probably heard that expression. Don't ask don't get. One thing I know for sure is if you don't ask for great performance, the odds of getting it are going to be much less if you ask for people to be great, to outdo what they've done before. It doesn't guarantee it's going to happen, but it's going to increase the odds. I mean, people respond to that type of motivation. When they feel like that's something they want to be, they want to be part of. Pushing people hard, raising the bar, challenging people, these are essential elements or the first part of how superboss leaders motivate talent. Jay Chiat who I mentioned in module 1, he's the advertising agency Chiat Day, the CEO of that company, founder of that company. He was always demanding of everyone to do something better than they very often knew or thought they could, or were capable of. That's a direct quote from Lee Clow, and he's another person who became very famous in the advertising industry. Another person I interviewed said in a different context, but a different superboss.'' Maybe we set our objectives too low in school, in our daily lives. We're all capable of performing at a far higher level than we have. Faced with a challenge we can do it. Maybe we're not challenging ourselves enough.'' I mean, that really is the superboss mindset, which by the way, it tells you right away this might not be for everybody. If you don't want to work hard, working for a superboss is not necessarily going to be the best career move you can come up with. But I think that's a given. Superbosses hold themselves to an exceptionally high standard of work. They have that standard themselves. They work hard and their aim is to be great, to be exceptional. They model the standard for others who often can't help but try to match up. You never want to let your superboss down. Did you ever feel that for one of your bosses or your coaches or your teachers, they believe in you, they work with you. You see what they're doing and you see how hard they're working, and you just don't want to let them down. Boy, did I hear that a lot in my interviews with people. Ron Marston, who worked for Tommy Frist, who was the CEO of Healthcare Corporation of America, HCA. He told me, ''You never wanted to let Tommy down. If you did, you are harder on yourself than he was on you. Not because of anything he did or said, but because you knew yourself, you fail to live up to his standards.'' Think about how powerful that type of motivation is. Many companies today measure how engaged or emotionally connected members of their workforce are. In all too many companies engagement is disappointingly low. For superbosses engagement is the least it. They know that to succeed, they need the world's best team, which means they need super-engaged talent. It means engage super-charged talent. It means people that don't want to let their boss down. People that are willing to work hard, people that really think that they can accomplish great things. Now, this yin of motivation is only half of the process, is only a half of how they think about motivation. Let's dig into this a little bit more with some application exercises. Then I'll come back with the next video that we'll talk about the yang, not just the yin but the yang of motivation.
