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Motivating People
1.
WHAT IS MOTIVATION?
If you do not know what motivates a person, just ask By Ravi Kapila
2.
WHAT IS MOTIVATION?
Assess your own motivation levels as well as those of your staff
3.
WHAT IS MOTIVATION?
Use persuasion and influence in order to encourage self-motivation
4.
RECOGNIZING NEEDS
Establish what the needs of your staff are, and assist in meeting them
5.
RECOGNIZING NEEDS
Remember that making work fun does not mean making it easy
6.
RECOGNIZING NEEDS
Try to motivate through the use of voluntary social and sports activities
7.
RECOGNISING NEEDS Use
inter-team competition to help stimulate team spirit
8.
RECOGNIZING NEEDS
Keep the number of supervisors to a minimum
9.
RECOGNIZING NEEDS
Remember that different people are motivated in different ways
10.
UNDERSTANDING BEHAVIOUR Be
aware that the systems that your staff use may be demotivating
11.
UNDERSTANDING BEHAVIOUR Look
for positive responses to any criticisms - they are good signs of motivation in staff
12.
UNDERSTANDING BEHAVIOUR
Maintain eye contact with your staff whenever you speak with them
13.
UNDERSTANDING BEHAVIOUR
Ask your staff if any changes at work would help to motivate them
14.
UNDERSTANDING BEHAVIOUR
Learn to see the difference between work problems and personal ones
15.
UNDERSTANDING BEHAVIOUR
Keep work as varied as possible to avoid causing demotivation
16.
UNDERSTANDING BEHAVIOUR
Treat departures and absenteeism as warning signs of demotivation
17.
ASSESSING YOUR ATTITUDE
Ensure staff know both their role and its importance
18.
ASSESSING YOUR ATTITUDE
Demonstrate your competence at every opportunity
19.
ASSESSING YOUR ATTITUDE
Improve order and control by using collaborative management
20.
BEING A GOOD
MANAGER Do not just assume you are “visible”-ensure that it is true
21.
BEING A GOOD
MANAGER If bad results occur, review your own motivation as well as employees’.
22.
BEING A GOOD
MANAGER Show respect to your staff, and they will show it to you
23.
IMPROVING COMMUNICATION
Strengthen your message by using several means of communication
24.
IMPROVING COMMUNICATION
Deliver in-company communications as soon as possible
25.
IMPROVING COMMUNICATION
Encourage your staff to participate in decision-making
26.
IMPROVING COMMUNICATION
Keep staff informed wherever possible-uncertainintes are very demotivating
27.
IMPROVING COMMUNICATION
Encourage disagreement - it often paves the way to consensus
28.
IMPROVING COMMUNICATION
Make time to stop and chat rather than simply greeting staff
29.
IMPROVING COMMUNICATION
Always ask staff for their opinions about decisions that affect them
30.
IMPROVING COMMUNICATION
Be aware of office politics, and set an example by never taking part yourself
31.
CREATING A NO-BLAME
CULTURE Do not gamble, but combine risks with excellent planning
32.
CREATING A NO-BLAME
CULTURE Praise work well done, even if some targets are missed
33.
CREATING A NO-BLAME
CULTURE Take risks only when the chances of success are high
34.
CREATING A NO-BLAME
CULTURE Be firm but fair when you are drawing attention to error, and do not pull any punches
35.
WINNING CO-OPERATION
Find the root cause of repeated complaints, and eradicate it quickly
36.
WINNING CO-OPERATION
Always check that your wishes have been understood
37.
WINNING CO-OPERATION
Inform staff of the use of their ideas and success rates
38.
WINNING CO-OPERATION
Have a good reason and an explanation for refusing a request
39.
WINNING CO-OPERATION
Never offer to finance anything unless you can raise the funds
40.
WINNING CO-OPERATION
Consider ideas from staff at all levels of seniority
41.
WINNING CO-OPERATION
Make use of the positive elements of each person
42.
ENCOURAGING INITIATIVE
Give people the opportunity to use their own initiative whenever possible
43.
ENCOURAGING INITIATIVE
Acknowledge all suggestion box ideas immediately - handle any rejections tactfully
44.
ENCOURAGING INITIATIVE
Encourage staff to achieve by setting high but realistic targets
45.
ENCOURAGING INITIATIVE
Do not be too fast in accepting “NO” for an answer
46.
ENCOURAGING INITIATIVE
Give your staff a say in the setting of targets
47.
MOTIVATING INDIVIDUALS
Stretch people with goals that push them to perform better
48.
MOTIVATING INDIVIDUALS
Make the most of new staff by first making them feel welcome
49.
MOTIVATING INDIVIDUALS
Form your own opinions of your colleagues and staff
50.
MOTIVATING INDIVIDUALS
Be as natural as possible, but tailor your approach to each individual
51.
MOTIVATING INDIVIDUALS
Remember that what you measure and reward is what you get
52.
MOTIVATING INDIVIDUALS
Do not put a ceiling on incentives - it limits motivation
53.
MOTIVATING GROUPS
Ambition dictates achievement, so be sure to encourage big ambitions
54.
MOTIVATING GROUP
Confront trouble makers as soon as you become aware of their presence.
55.
MOTIVATING GROUP
Cure any bad systems as a first step to conquering poor morale
56.
MOTIVATING GROUPS
If demotivation occurs, consider changing your business sytem
57.
PREVENTING DEMOTIVATION
Do not wait for annual appraisals to talk about staff performance
58.
PREVENTING DEMOTIVATION
Talk about work related problems to prevent them from becoming more intense
59.
PREVENTING DEMOTIVATION
Allow people to talk about what demotivates them, and listen carefully
60.
PREVENTING DEMOTIVATION
Bad news always travels fast, so deliver it as quickly as possible
61.
PREVENTING DEMOTIVATION
Emphasize to staff the benefits of all reforms, however unwelcome
62.
DEALING WITH DEMOTIVATED
PEOPLE Assess the reasons for demotivation before considering any action
63.
DEALING WITH DEMOTIVATED
PEOPLE Consider all the options before losing valued team members
64.
APPRAISING EFFECTIVELY
Keep the appraisal relaxed and friendly - do not make it an inquisition
65.
APPRAISING EFFECTIVELY
Take the chance to improve yourself by asking staff to appraise you, too
66.
APPRAISING EFFECTIVELY
Always start appraisals by discussing the progress made and success achieved
67.
APPRAISING EFFECTIVELY
Find out about the quality of support given in the job
68.
APPRAISING EFFECTIVELY
Provide training in small, regular dosses rather than one long course
69.
APPRAISING EFFECTIVELY
Follow up on any courses to check their quality and staff responses
70.
APPRAISING EFFECTIVELY
Give staff chances to use and increase their expertise
71.
APPRAISING EFFECTIVELY
Sit in on training courses to ensure the quality is high
72.
EVALUATING EACH JOB
Regard grading and similar systems with caution - not as scared
73.
EVALUATING EACH JOB
Pay your staff members for responsibility and contribution, not for seniority and status
74.
EVALUATING EACH JOB
Do not allow job specifications to be perceived as “straitjackets”
75.
EVALUATING EACH JOB
Ensure that jobs offer a wide range of stimulation and variation
76.
EVALUATING EACH JOB
Get the money right, or everything else could easily go wrong
77.
EVALUATING EACH JOB
Watch costs of fringe benefits - unwatched, they tend to soar
78.
EVALUATING EACH JOB
If you are the highest payer, be sure to get the highest results
79.
ENRICHING JOBS
Delegate whole tasks to improve efficiency and motivation
80.
ENRICHING JOBS
Give staff every opportunity to use newly acquired skills once training has finished
81.
ENRICHING JOBS
When an idea is accepted, let its creator implement the suggestion
82.
EMPOWERING STAFF
Ensure your staff do not suffer under externally imposed limitations
83.
EMPOWERING STAFF
Find out about a job from the person doing it
84.
BUILDING CAREERS
Find an assignment for anyone who has not had one in the past year
85.
BUILDING CAREERS
Encourage your staff to enrol for regular training it will pave the way to future success
86.
BUILDING CAREERS Do
not underuse people - it causes them as much stress as overuse
87.
BUILDING CAREERS
Utilize as many of each person’s skills as possible
88.
RECOGNIZING EXCELLENCE
Seek early chances to promote able, younger members of your staff
89.
RECOGNIZING EXCELLENCE
Use monetary rewards as flexibly as possible to get the most of their motivational value
90.
RECOGNIZING EXCELLENCE
Use taskforces to develop your best people
91.
MOTIVATING THROUGH CHANGE
Take every chance to preach quality and practise improvement
92.
MOTIVATING THROUGH CHANGE
Make one major change, while also going for many small ones
93.
MOTIVATING THROUGH CHANGE
Ensure that all staff members are involved in quality improving schemes
94.
Make sure that
the rewards you give are the icing - not the cake REWARDING EXCEPTIONAL PERFORMANCE
95.
REWARDING EXCEPTIONAL PERFORMANCE
Look first at those rewards that do not cost anything to supply
96.
REWARDING EXCEPTIONAL PERFORMANCE
Make contests for non-financial rewards as much fun as possible
97.
REWARDING EXCEPTIONAL PERFORMANCE
Do not let sliding-scale cash rewards become a source of demotivation
98.
REWARDING EXCEPTIONAL PERFORMANCE
Give performance related rewards, not just pay rises, where possible
99.
REWARDING EXCEPTIONAL PERFORMANCE
Use certificates and engraved presents as reminders of high achievement
100.
KEEPING MOTIVATION HIGH
Change your own working methods if it will improve staff motivation
101.
KEEPING MOTIVATION HIGH
Check on morale levels by talking to members of staff on a regular basis
102.
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