June 12, 2013

Full Engagement!
Inspire, Motivate, and Bring Out the Best in
Your People
Brian Tracy

©2011 Brian Tracy

Adapted by permission of AMACOM
ISBN: 978-0-8144-1689-1

Key Concepts
• Many employees only work at about 50 percent
capacity because of unclear goals, assignments, di-
rection, and lack of feedback.
• Workers do their jobs better when they feel happy.
• Managers who develop positive behavior attri-
butes can become extraordinary managers who
unleash the potential of their staffs.
• Workers behave in accordance to how they view
themselves on the inside. Managers who under-
stand the self-concept can be sensitive to such
needs and reward and supervise employees ac-
cordingly.
• Inspiring supervisors help staff accept responsibil-
ity for errors and then propose solutions to move
on from them.
• Highly productive workers, or “free workers,” usu-
ally contribute more than the company pays them.
• Supervisors prove themselves trustworthy when
they keep promises and deliver consistent results.
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
Introduction
The average employee wastes more than 50 percent
of his time doing things that have nothing to do with
his job. Since between 65 and 85 percent of the cost
of operating a business is consumed in salaries and
wages, managers’ ability to reduce the waste and
channel the human energies of their staffs into higher
levels of productivity and performance will have a
measurable impact. Brian Tracy’s Full Engagement!
explains how to inspire employees and increase pro-
ductivity, creativity, and positivity in the workplace.
Today’s economy demands that businesses do more
with fewer resources. Strong managers ignite their
teams’ passion when they zero in on employees’
strengths and set realistic and measurable goals.
Happy for Good Reasons
Return on Energy
Many employees only work at about 50 percent
capacity because of unclear goals, assignments, direc-
Full Engagement! Brian Tracy
tion, and lack of feedback. When supervisors focus on
physical, emotional, and mental effort of staff, produc-
tivity increases. A clear-headed manager understands
how to help average performers reach their potential.
People work smart to avoid wasting time. When a
team synergizes, the output of four people becomes
the output of seven. A manager’s job is to motivate
staff to do their best.
Golden Rule Management
Workers do their jobs better when they feel happy.
Tracy reminds readers that the best way to create a
harmonious work environment where people feel
happy and appreciated is to follow the Golden Rule:
“Do unto others as you would have them do unto
you.” Most of the time, supervisors understand how
to make people happy. However, this is forgotten
when a boss is busy, distracted, or stressed. Under-
standing why people act and think the way they do
helps managers get the best out of their staffs.
Crash Course in Happiness
Tracy shares 25 ideas to make people happy so they
perform at their best:
1. Smile. Great supervisors look people square in the
face, pause, and smile.
2. Ask people questions. Expressing interest in
employees’ days, emotions, and lives makes them feel
appreciated.
3. Listen to staff members. Attentive listening without
interruption takes only a few moments but quickly
raises employees’ self-esteem.
4. Be polite. Talented managers make every staff
member feel talented and respected.
5. Remember to say thank you. Both small and large
actions deserve thanks: from meeting on time and
completing a project to sharing information.
6. Regular updates. Regular updates and an open-
door-policy make employees feel like they are “in the
know” about a company’s operations.
7. Encourage improvement. Supervisors should wel-
come new ideas to inspire employees and make them
feel valued.
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
8. Treat staff members like volunteers. Supervisors
should imagine employees are talented individuals
who donate their time. This increases respect, which
motivates staff.
9. Imagine employees are million-dollar customers.
People’s voices change when they talk to important
clients. Managers are on their best behavior: respect-
ful and attentive.
10. Pay people what they deserve. Rewarding staff
members with fair compensation motivates people
and builds a company’s intellectual capital.
11. Compliment people on a daily basis. Admir-
ing projects, personal appearance, and traits makes
employees feel noticed and valued.
12. Assure harmony. One negative person can disrupt
a workplace. Developing a positive work environ-
ment increases collaboration and communication.
13. Praise regularly. Immediate, specific, and public
praise for both small and large accomplishments
increases employees’ self-esteem.
14. Avoid criticism. Any negativity demoralizes staff
members and creates insecurity. Issues should be
looked at as problems to solve and addressed in a
logical and unemotional manner.
Further Information
Information about the author and subject:
www.briantracy.com
Information about this book and other business titles:
www.amacombooks.org
Related summaries in the BBS Library:
Help Them Grow or Watch Them Go
Career Conversations Employees Want
By Beverly Kaye & Julie Winkle Giulioni
The Employee Engagement Mindset
The Six Drivers for Tapping into the Hidden
Potential of Everyone in Your Company
By Timothy R. Clark
Page 2
Full Engagement! Brian Tracy
15. Celebrate success. Periodically, managers should
celebrate accomplishments and anniversaries and
show employees that the company appreciates them.
16. Express interest in people. Supervisors make
employees feel valued when they inquire about fami-
lies, hobbies, and other non-work activities.
17. Mentor. Managers should invest in staff mem-
bers’ professional development by sending articles,
suggesting book titles, and giving time off for confer-
ences and training seminars.
18. Set them free. Productive staff are given clear
boundaries and given the freedom to work. This pre-
vents micromanaging and builds trust.
19. Protect them. Employees should never be mis-
treated by colleagues, vendors, or
clients. Staff members feel secure To make people feel really happy about themselves and their
when they know their managers work, you simply have to treat them exactly the way you would
will stand up for them.
like to be treated, over and over again, until it becomes a series
20. See them as your children. of automatic and
Parents are patient and compas-
sionate with their children, even when mistakes are
made. This creates a nonjudgmental and safe environ-
ment.
21. Be pleasant and agreeable. A manager’s emotional
tone sets the stage for the rest of the staff. Supervisors
should resolve to be optimistic, warm, and friendly to
create a positive work environment.
About the Author
Brian Tracy is one of the top business speak-
ers and authorities in the world today. He
has spoken throughout the United States and
Canada and in 58 other countries. He has writ-
ten 50 books and produced more than 500 audio
and video learning programs on management,
motivation, and personal success. He is the
president of Brian Tracy International as well
as Business Growth Strategies, which is the pre-
eminent Internet business learning portal in the
world today.
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
22. Build them up. Smart bosses will brag about their
employees. Supervisors’ words are repeated. When a
manager speaks glowingly about individuals, it will
be passed on.
23. Be clear about a job’s expectations. People need to
understand a project’s goals, its due date, their roles,
and how results will be measured. Clarity builds a
strong team.
24. Give feedback. Regular feedback gives staff guid-
ance. The more specific the feedback, the better staff
will feel about themselves.
25. Treat staff like managers treat their bosses. By
thinking of employees as a boss, managers become
much more positive, thoughtful, and respectful.
easy behaviors for you.
Ways to Change
Managers who spend their days, weeks, months, and
years developing positive behavior attributes can
become extraordinary managers who unleash the
potential of their staffs. There are four ways people
can change their lives, work, or relationships:
1. Do more of something.
2. Do less of something.
3. Start doing something that they are not currently
doing.
4. Stop certain behaviors.
Tracy recommends that managers focus on changing
or developing one behavior at a time. People should
work on changing that behavior daily until it is mas-
tered and a permanent part of their personalities.
Then, another behavior can be targeted.
Scientific Management and
Standardization of Labor
At the beginning of the twentieth century, many
industrial workers in the United States were unskilled.
These workers had left their farms and moved to
Page 3
Full Engagement! Brian Tracy
the city. Frederick Taylor’s scientific management
approach was adopted: jobs were broken down into
individual components so that average or unskilled
laborers could be efficient. Factories could produce
large quantities of products at low prices.
The problem with this management approach was that
workers were considered interchangeable. Employ-
ees were not motivated and jobs became simple and
boring. Unhappy workers lashed out, which lead
to strikes, shutdowns, and the creation of unions to
advocate for workers in contract negotiations.
A major reason that people go to work with a company, and stay
with that company a long time, is because the company continu-
ously opens up opportunities for them that make them feel that
within that company, their potential is unlimited as well.
Hawthorne Experiments and Motivation
A breakthrough regarding individual motivation
occurred in 1928 at Hawthorne Works, a Western Elec-
tric plant near Chicago. Researchers selected a small
group of women for the study and explained that
they would be changing environmental factors to see
how they affected productivity. When the lights were
raised, researchers noted that productivity increased.
However, researchers were surprised to see produc-
tivity increased even when the lights were lowered.
No matter what the change in environmental factors,
productivity continued to improve. The confused
specialists asked the women why their levels had
increased. The workers explained that they felt special
and appreciated when selected for the study and thus
worked harder no matter the conditions. The chang-
ing environmental factors reminded the women that
they were noticed. People who feel appreciated are
more alert and less likely to make mistakes.
The Knowledge Workers
After World War II, many young people attended
universities thanks to the G.I. Bill. Thus, the United
States had an influx of educated and trained employ-
ees. Customers demanded more from their products
and companies had to quickly adapt to satisfy such
demand.
The command-and-control management style would
no longer work since the “knowledge worker” had
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
more job options. To lure talented workers, organi-
zations had to provide safe work environments that
kept people happy and motivated.
Psychologist Abraham Maslow’s hierarchy of motiva-
tion explains that all people have specific motivational
needs. Each of the following levels must be fulfilled
before a person can move on to the next:
1. Survival. Humans’ most basic need is physical sur-
vival. All other concerns are blocked until people are
safe and out of danger.
2. Security. After survival needs
are fulfilled, a person needs
physical, financial, and emotional
security. People need a place to
sleep, clothes to wear, food to eat,
and enough money to provide for
themselves and their loved ones.
Emotional security means feeling respected and
appreciated in primary relationships.
3. Belongingness. Since humans are social creatures,
they need to feel accepted both by society and in the
workplace. People often create a sense of self based
on how others perceive them. Individuals experience
stress if they feel rejected.
4. Self-Esteem. People want to feel valued, important,
and appreciated. Individuals grow when they feel
like they are doing a good job and stand out for their
performance. The more people like and respect them-
selves, the better their work and the more others like
them.
5. Self-actualization. This is the highest level of need.
Tracy explains this as feeling that “you are becoming
all that you are capable of becoming.” Individuals
who feel like they are living at the highest and best
levels are inspired, motivated, and happy. People at
this level continue to set bigger and more challenging
goals for themselves.
Ignite the Flame of Personal
Performance
A manager’s job is to get the highest quality and
quantity of work from people. As much as 80 percent
of operating costs are wrapped up in salaries, bene-
fits, and bonuses. Increasing productivity has a huge
impact on a company’s bottom line.
Page 4
Full Engagement! Brian Tracy
Talented supervisors can influence people’s natu-
ral talents, skills, and abilities. Managers must
understand major motivators to inspire employees.
Organizational psychologist Frederick Herzberg said
there were two main perspectives on human motiva-
tion:
1. Theory X assumes workers are lazy and undepend-
able. Supervisors carefully manage such employ-
ees by offering clear rewards and punishments.
2. Theory Y assumes workers are honest and hard-
working. Managers offer a safe and comfortable
work environment to increase performance levels.
Herzberg also explained that a steady paycheck and
safe work environment are not enough to motivate
workers. Instead, people need challenging and inter-
esting work, friendly coworkers, and the chance for
advancement.
The Power of Self-Concept, Self-Ideal,
and Self-Image
Workers behave in accordance to how they view them-
selves on the inside. Managers
who understand the self-concept Remember, almost nothing that people say about you (or said
can be sensitive to such needs
about you when you were young) is true or permanently true.
when building up self-esteem,
goals, and standards. People also
At any time, you can decide to rewrite the script of your own life.
have a self-ideal they are striving
toward. This is who a worker would like to become
and is comprised of a person’s virtues, values, goals,
and dreams.
Employees look for role models to develop and strive
toward their self-ideals. Smart managers make sure to
set the example for their staffs. This means establish-
ing a high set of standards that are written down and
shared. Profitable companies take the time to write
down and communicate a mission and then break it
down into measurable objectives. Short- and long-
term goals keep teams on-task.
Workers’ self-images are their inner mirrors; they are
developed during childhood. If parents are highly
critical, people may grow up critical of themselves.
If adults treat people with respect and positivity,
individuals will maintain positive self-images even
in negative situations. There are three parts to self-
image:
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
1. The way people see themselves.
2. The way people think others see them.
3. The way people really see a person.
Well-adjusted workers have achieved harmony
between how they see themselves, the way they think
others see them, and the way others actually view
them. Every word and action either builds employees
up or pulls them down. Inspiring bosses are positive,
nurturing, and make people feel accepted.
There are three important components to creating a
peak performance workplace:
1. Workers must understand and be committed to
company values, vision, mission, and goals. Man-
agers must develop clarity.
2. Managers need to consistently reinforce a positive
self-image for all staff members. Employees need
to see themselves as valuable.
3. Supervisors should continually build and reinforce
people’s self-esteem through actions and words.
Leaders Set the Tone
Everything leaders do sets the tone for organiza-
tions. The tone of their voice, how they behave and
respond to others, and how they treat people all have
an impact. Employees follow leaders if they are kind,
respectful, and polite, but they will also follow a
negative, gossipy, and lazy boss. Strong leaders delib-
erately take the time to hold themselves to a higher
standard. Managers should avoid three things if they
want to build employees’ self-esteem:
1. Criticism. This is the root cause of poor self-image
and low self-esteem at work. Gossip only takes a
moment to spread.
2. Complaining. Once a boss complains, workers will
complain.
3. Condemning personal behaviors. This is demoraliz-
ing. Managers who see the best in everyone create
positive work environments.
Page 5
Full Engagement! Brian Tracy

Strong managers expect the best out of their employ- challenge. Managers can deprogram their employees’
ees and think of problems as things to be solved. An fears by thanking them for taking risks and perceiv-
optimistic perspective builds up workers’ self-esteem ing mistakes as learning opportunities. This drives
and creates a nurturing and safe work environment out fear and helps employees focus on the future
that is positive and safe. Managers can use the six As rather than dwelling on failures.
of self-esteem to lift workers up and inspire them:
Workers fear rejection. When parents withdraw love
1. Acceptance. People feel safe when they are uncondi- as a punishment, adults grow up overly concerned
tionally accepted. A welcoming smile puts people with what other people think about them. Workers
at ease. are less likely to openly disagree with coworkers or
fully express themselves. To promote honesty and cre-
2. Appreciation. Managers should thank their staffs for
ativity, managers need to create work environments
their time, projects, and accomplishments. People
where no one is penalized for expressing themselves
who feel valued work harder.
in a professional manner. Workers who feel comfort-
3. Agreeable. Workers take their cues from their man- able respectfully disagreeing can better problem solve
agers. Positivity makes it easier for people to com- and collaborate. Employees should respect peers but
municate, interact, and collaborate. not be overly influenced by them.
4. Admiration. Admiring work, personality traits, and Since all businesses face problems, managers must
possessions makes employees feel noticed and im- move away from assigning blame to others. Instead,
portant. Everyone appreciates a compliment. they should see themselves as problem solvers.
5. Approval. Specific and public praise encourages Inspiring supervisors help staff accept responsibil-
staff and increases their self-esteem. ity for errors and then propose solutions to move on
from them.
6. Attention. Smart bosses avoid interrupting their
Proactive leaders, like General George Pickett during
staffs, make sure to take notes and ask questions,
and repeat back information. the Civil War and General Dwight D. Eisenhower,
took responsibility and never criti-
One of the most important things you do as a manager is orga- cized subordinates for failures.
When workers know they will not
nize the work, the incentives, the rewards, recognition, bonuses, be punished or criticized for mis-
and prizes in such a way that the majority of your people can takes, they feel safe. This creates a
meet or exceed targets. powerful work environment.

That Winning Feeling

Drive Out Fear
Sigmund Freud’s theories can explain why workers
seek pleasure and avoid pain. Managers help employ-
ees move away from discomfort to find comfort. Fear
is something people have been taught over time. Emo-
tionally healthy adults are fearless and spontaneous.
Many adults grow up overly cautious because their
parents attempted to micromanage or control them
growing up. As a result of being told no, children feel
inadequate and are scared to try new things. Tracy
explains that this is why many people internalize the
words, “I can’t.”
In new situations, employees often worry about fail-
ure rather than seeing the situation as an exciting
Workers of all ages and backgrounds want to feel like
they are on a winning team. Smart managers create
clear finish lines or goals for both individuals and the
entire team. Achievable goals make people feel suc-
cessful.
IBM’s 100 Percent Club is a good example of how to
make staff feel like winners. Company executives
structured attainable awards for their sales team so
that 70 percent could reach them. Employees who
reached their goals were added to the 100 Percent
Club and were given special pins, bonuses, and vaca-
tion time. This praise made workers feel valuable. The
30 percent of staff members who did not reach the

Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved Page 6
Full Engagement! Brian Tracy

goals were motivated to work smarter and increase
their sales activities.
Managers should not create difficult-to-obtain goals.
People feel like losers if only 30 percent of workers
can reach a goal. Positivity creates more positivity. If
managers expect the best out of people, most workers
will rise to the occasion. Tracy recommends structur-
ing individual and team projects around the following
five steps:
1. Clear Goals. Workers can only hit targets they can
see. Thus, goals should be specific, measurable,
achievable, realistic, and time-bounded (SMART).
Clarity means everyone understands the end goal.
2. Concrete Measures. Tracy recommends developing a
concrete finish line so people know when goals are
achieved. Larger projects should be broken into in-
crements. For example, though a marathon is 26.2
miles, there are mile-markers so runners can mea-
sure progress and stay focused.
3. Achievable Success. Employees are only success-
ful and motivated if they can
reach goals. If a project is too
Your job is not to find people and transform them into some-
large, a supervisor needs to thing that they are not already. Your job is to find great people
break it down, reassign pieces, and create an environment where they can perform at the high-
or redefine the goals. est levels possible for yourself and your business.
4. Recognize Achievement. When
goals are met, it is important to recognize accom-
plishments. Internal motivation comes from pleas-
ing managers and receiving recognition.
5. Tangible and Intangible Rewards. Smart managers use
rewards to acknowledge superior performance. A
tangible reward is something like a briefcase or gift
card and intangible rewards include time off or ad-
ditional training opportunities.
Delegation and Success
Delegation helps managers make the most of their
staffs. When staff members are given important tasks,
they become more confident. All pieces of a delegated
project need to be clearly defined, time-bounded,
and measurable to keep everyone on task. The key
to delegation is choosing the right people for the job.
Individuals’ experience levels dictate this. There are
three main experience levels:
1. Low Experience Level. These workers are new to the
job, require hands-on management, and can han-
dle basic tasks.
2. Medium Experience Level. These workers have dem-
onstrated some skill at the job. Managers discuss
the goal and task to be completed and then any
preferences for how to complete the job before
leaving the person alone.
3. High Experience Level. These workers are highly
skilled and can handle important projects. Manag-
ers should discuss the task, ask if there is any ad-
ditional support needed, and then leave people to
their work.
Workers are visual or auditory. Visual people under-
stand things when they see them written down
whereas auditory people best understand things
when they are discussed out loud. Managers should
have workers write down the task as it is discussed.
After the conversation, the employee should read
back the project’s specifications.
Together, managers and workers should agree on
the tasks and establish clear deadlines. Direct com-
munication and specific deadlines ensure work is
completed on time. Managers should provide del-
egates with time, money, and support. However,
managers should never micromanage or take back a
job that has already been assigned. Instead, employ-
ees should be left alone to complete their work.
Hiring the Right People
Ninety-five percent of business success is formed by
managers’ ability to hire the right people. One nega-
tive person or poor performer can throw off an entire
group. Making better hiring decisions improves an
organization’s success.
Hiring the wrong people is expensive. Such a mis-
take can cost as much as six times a person’s annual
salary. After all, sorting through candidates, conduct-
ing interviews, communicating with applicants, and

Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved Page 7
Full Engagement! Brian Tracy
training people takes a lot of time. The person’s salary
and benefits as well as the cost of supervision and low
productivity level are also costly.
Employee morale lowers with negative coworkers or
high turnover. Conversely, highly productive workers
usually contribute more than the company pays them.
This is why Tracy calls good workers “free workers.”
Such employees inspire others, work smartly, and
generate new and exciting ideas.
Hiring begins with getting the wrong people off the
bus. Managers should use the Knowing What I Now
Know (KWINK) analysis method, asking, “Would
employees be hired again given what the boss now
knows?” Keeping poor performers in place because of
guilt or loyalty holds those workers back and lowers
company productivity and morale. Tracy says that the
kindest thing a manager can do is set staff free so they
can find the right job for them.
Brainstorming the exact results required of the job
and desired skills and experiences of the ideal candi-
date helps managers make the right hiring decision.
Lastly, it is important to find the right personality for a
company’s culture. Established companies may have
a tradition-based or conservative approach whereas a
start-up welcomes creativity and spontaneity.
The more talented the applicants, the better able a
company is to find great workers. This means cast-
ing a wide net to lure in talented applicants through
such means as posting open positions on websites
such as Craigslist or Monster.com, contacting local
community colleges, hiring internally, and offering
employees a bonus if they refer new people.
The SWAN Formula
Any manager looking for talented staff should use the
SWAN formula; candidates should:
• Be Smart
• Work hard
• Be Ambitious
• Be Nice
Intelligence is an excellent predictor of good perfor-
mance. Curiosity is a strong indicator of intelligence.
Managers should only hire people they personally
like.
Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved
The Law of Three in Hiring
Managers can slow down and thus improve the hiring
process by interviewing three candidates to get three
different perspectives. By taking time with the hiring
process, they will find the top people.
Managers should consider interviewing candidates
three times; their guard lowers so managers can spot
weaknesses that were not present in the first meeting.
Also, meeting people in three different environments
can reveal how their personalities change. Lastly, it
helps to introduce candidates to the rest of the staff.
Getting the team involved helps weed out weak appli-
cants.
Results Are Everything
Managers’ chief responsibility is to get results. Strong
managers stay creative and ambitious and do not
become too comfortable with the status quo. Inspiring
managers break out of their comfort zones and stay
creative. Supervisors prove themselves trustworthy
when they follow through on promises and deliver
consistent results.
Anyone can learn the art of management. All it takes
is developing clear goals and objectives, setting high
standards, and learning how to accept feedback.
Realistically understanding internal versus external
constraints helps managers develop new approaches
and strategies to overcome hurdles. Instead of settling
for what has been done before, inspiring managers
are action-forward. A fast tempo motivates every-
one to do more. Creativity creates more creativity.
The wheels of motivation move quickly when people
work smarter, achieve great results, and feel good
about their jobs. Creative and inspiring managers
build workers’ confidence and courage so they reach
their full potential.
g g g g
Features of the Book
Estimated Reading Time: 3–4 Hours, 226 pages
Full Engagement! helps managers understand how
to motivate staff to reach their full potential. It serves
as a guide to managers who want to learn how to
inspire staff and increase productivity. Brian Tracy
Page 8
Full Engagement! Brian Tracy

closes each chapter with a list of Action Exercises to

help supervisors transform their teams. These lists
help managers reflect on their strengths, employees’
performance, goal-setting, and more.

Contents
Chapter 1: Happy for Good Reasons
Chapter 2: The Psychology of Motivation
Chapter 3: Ignite the Flame of Personal Performance
Chapter 4: Make People Feel Important
Chapter 5: Drive Out Fear
Chapter 6: Create That Winning Feeling
Chapter 7: Select the Right People
Chapter 8: Results Are Everything
Chapter 9: Be the Best You Can Be
Index

Business Book Summaries® June 12, 2013 • Copyright © 2013 EBSCO Publishing Inc. • All Rights Reserved Page 9
Full Engagement! Brian Tracy

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