Employee Burn Out Prevention
Employee motivation is the key to preventing burn-outs and ensuring professional success for employers and employees.
Employee Burn Out Prevention
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Employees who are motivated are the assets, even secret to the success of successful companies. However, these employees aren't robot nor machines. They can feel pressure, be overwhelmed, or even worse, be burned-out. Recognizing and preventing symptoms of burn-out will save your company and your employees from self-destruction. Organizational psychologist David Javitch, PhD, names the most common signs of burn-out. According to him, the most telltale signs of burn-out include a decline in productivity. It is most noticeable when a highly productive employee starts turning in mediocre work. Lateness, leaving on the dot, leaving work early, prolonged breaks, and increasing absences are the most common actions of burned-out employees. He also named the simplest means to prevent it such as employee scheduling, employee training, employee rights, employee performance, employee time, employee incentives, and regular evaluation.
Employee scheduling
Rotating employee's schedule may refresh your employees. However, there is a risk that you may hasten the burning out process. To prevent this from happening, be sure to consult with your employees about the rotating schedule. Put morning persons on the a.m. shift and the late risers on the afternoon shift. Night owls would definitely prefer the evening shifts. This will significantly reduce stress and pressure on your employees to perform at the time when their energies are low. Plus, you will get to benefit from their top performances because they would work at the time when their productivity levels are at their peak.
Employee Training
Provide training on areas that interest and help your employees. If your business is all about computers, train your employees on new programs or applications. A fashion or entertainment business would do well to conduct image consultancy and development training for its employees. Writers would benefit from writing workshops. Aside from breaking the monotony of their daily schedule, the employees and your company would also benefit from this move. You will have more trained and confident employees that are motivated to put their training to good use. Also, widen employees' responsibilities or cross train them. Have them handle other projects than their regular work to challenge them.
Employee Rights, Employee Incentives, And Employee Time
Convene with your employees and discuss with them their rights and the incentives they would get if the company performs well. They would get a big boost from being reminded and knowing that the company's future depends on them and their productivity. Give them employee time or a break from work. Declare a company holiday and treat your employees to an outing. A change of scenery would refresh them and energize them for another work season. In addition, they would feel that they are important to the company and that they are rewarded for all their efforts. Nothing boosts a person's morale most than praise and reward. These will encourage them to perform well and top their earlier efforts.
Employee Performance and Regular Evaluation
Conduct regular evaluation system to monitor your employees' performance. Reward good employees to encourage them to perform better. Encourage slackers with training and an assurance that the company, and you, as their employer, would help them in coping with their workload. Present your employees with a definite career growth plan such as promotions for top performing employees. Their enthusiasm for work would be revived if they know that they can move up the corporate ladder.
According to Javitch, these motivation methods will serve to aid you and your employees in the evaluation of their present company roles. He stressed that these are key improvements to an efficient employee management program. These methods would increase motivation, satisfaction, and most of all, productivity in your employees. Implement these and you would be saved from mediocre performances and work disruptions.
For more valuable information on employee scheduling please visit http://www.employee-scheduling.net
By Todd Lange
Sunday, March 22, 2009
Saturday, March 21, 2009
Creating The Dream Employee Part 3
Creating The Dream Employee Part 3
This week’s column presents the final four steps in our system for creating "dream" employees. In prior articles, we defined the "dream" employee as being one that is dedicated to his work, is energetic and, most importantly, they constantly seek to improve both themselves and the business.
In last week’s column we looked at how to build an environment that encourages entrepreneurism. That is, a workplace where staff think like entrepreneurs, where they adopt the mindset of a business owner, and where their personal focus is on adding value to the organisation.
In such a workplace, each staff member should identify who their most important "client" is. The "client" is the person to whom that employee is responsible. It doesn’t necessarily have to be someone external to the business; it could be a manager.
The staff member then looks at some of the key frustrations of the "client" – those things that cause their client to bang their head against their desk in frustration. The employee asks themselves: "What can be done to solve my client’s key frustration? What would it be worth to them to have me solve it?"
This brings us to the final four steps in our process:
Step Four: Your employees need to pitch their ideas.
It’s all very well for your staff to have great ideas for solving key frustrations, but they’ve got to be able to sell these ideas to their clients. When making the pitch, they’ll need to speak in terms of the benefits that their ideas will have to offer.
Take for example a manager in a supermarket. He recognises the owner’s frustration in training new salespeople, the cost and effort involved. The manager comes up with a solution, offering to design a system for training salespeople in half the standard time.
He has to be able to explain to the owner, in the simplest way possible, what the benefits will be of implementing this solution, how it can save the owner time and money. The owner needs to be made to feel that this is a solution that’s just too good to refuse.
What you will need to do is ensure that your workplace environment is such that staff who offer new ideas and systems for doing things are acknowledged for their efforts. Innovative ideas are valuable to the business and, as such, work in this area deserves to be appreciated, if not rewarded.
Step Five: Delivering on their promise.
Once staff have come up with an approach aimed at resolving a business problem, and this offer has been accepted by their most important client, they then need to ensure that the deliver on what was promised. Their integrity and credibility are dependent upon it.
Step Six: Measure and control.
Once the ideas have been implemented, there should be standards and indicators need to be monitored to ensure that the "solution" remains on track.
For example, if a manager offers to successfully train junior employees in half the standard time, he will need to establish tangible indicators that will clearly illustrate how successful he’s been.
Step Seven: Create and maintain a Staff Growth Strategy.
The final step in the process is for your staff to invest in their own education. Get them to adopt the idea of constant and never-ending improvement. Today’s super-service enhancement will become tomorrow’s standard.
Your staff, as entrepreneurs, must always seek to be ahead of the game, always looking for better and improved methods and systems, and always on the lookout for the next entrepreneurial opportunity.
A concluding note to business owners: The effectiveness of this system for creating an entrepreneurial environment within your business and for creating dream employees will be determined by the levels of effort and commitment putting it into practice.
Patrick Lumbroso is a business development expert and CEO of The Mentor Program, www.thementorprogram.com. He can be contacted via email patrick@thementorprogram.com
By Patrick Lumbroso
Published: 11/4/2004
This week’s column presents the final four steps in our system for creating "dream" employees. In prior articles, we defined the "dream" employee as being one that is dedicated to his work, is energetic and, most importantly, they constantly seek to improve both themselves and the business.
In last week’s column we looked at how to build an environment that encourages entrepreneurism. That is, a workplace where staff think like entrepreneurs, where they adopt the mindset of a business owner, and where their personal focus is on adding value to the organisation.
In such a workplace, each staff member should identify who their most important "client" is. The "client" is the person to whom that employee is responsible. It doesn’t necessarily have to be someone external to the business; it could be a manager.
The staff member then looks at some of the key frustrations of the "client" – those things that cause their client to bang their head against their desk in frustration. The employee asks themselves: "What can be done to solve my client’s key frustration? What would it be worth to them to have me solve it?"
This brings us to the final four steps in our process:
Step Four: Your employees need to pitch their ideas.
It’s all very well for your staff to have great ideas for solving key frustrations, but they’ve got to be able to sell these ideas to their clients. When making the pitch, they’ll need to speak in terms of the benefits that their ideas will have to offer.
Take for example a manager in a supermarket. He recognises the owner’s frustration in training new salespeople, the cost and effort involved. The manager comes up with a solution, offering to design a system for training salespeople in half the standard time.
He has to be able to explain to the owner, in the simplest way possible, what the benefits will be of implementing this solution, how it can save the owner time and money. The owner needs to be made to feel that this is a solution that’s just too good to refuse.
What you will need to do is ensure that your workplace environment is such that staff who offer new ideas and systems for doing things are acknowledged for their efforts. Innovative ideas are valuable to the business and, as such, work in this area deserves to be appreciated, if not rewarded.
Step Five: Delivering on their promise.
Once staff have come up with an approach aimed at resolving a business problem, and this offer has been accepted by their most important client, they then need to ensure that the deliver on what was promised. Their integrity and credibility are dependent upon it.
Step Six: Measure and control.
Once the ideas have been implemented, there should be standards and indicators need to be monitored to ensure that the "solution" remains on track.
For example, if a manager offers to successfully train junior employees in half the standard time, he will need to establish tangible indicators that will clearly illustrate how successful he’s been.
Step Seven: Create and maintain a Staff Growth Strategy.
The final step in the process is for your staff to invest in their own education. Get them to adopt the idea of constant and never-ending improvement. Today’s super-service enhancement will become tomorrow’s standard.
Your staff, as entrepreneurs, must always seek to be ahead of the game, always looking for better and improved methods and systems, and always on the lookout for the next entrepreneurial opportunity.
A concluding note to business owners: The effectiveness of this system for creating an entrepreneurial environment within your business and for creating dream employees will be determined by the levels of effort and commitment putting it into practice.
Patrick Lumbroso is a business development expert and CEO of The Mentor Program, www.thementorprogram.com. He can be contacted via email patrick@thementorprogram.com
By Patrick Lumbroso
Published: 11/4/2004
Sunday, March 15, 2009
How to Engage Employees, Improve Productivity & Sustain Improvements Over the Long Haul
How to Engage Employees, Improve Productivity & Sustain Improvements Over the Long Haul
There is an urgent need for every company in this global economy to improve its processes continuously. The ongoing strive to be better than everybody else and become better than oneself the day before, is at the core of survival. And the key to the success of the program lies in sustaining the gains from every step!
Step 1. Get Everyone Engaged
To sustain the results for your continuous improvement process, you must first engage all employees involved in the business. This should also include those contractors and suppliers you do business with for an extended period of time. Here's why:
* By including the biggest number of people with insight in your business processes, you open the widest idea pool.
* When every person impacted feels as if they are a driving part of the change, they are more likely to accept changes and new ideas.
Step 2: Visualize
To sustain success, you must visualize the process and the progress achieved for every person in the company. The visualization needs to be physically present for all managers, team leaders and employees as well. Everybody needs to see the rules of the program and the baseline, target, and ongoing progress for the key performance indicators (KPI).
Step 3: Use Realistic Optimism
Your company's business process key performance indicators need to be determined in a way that directly indicates how successful your improvement efforts are. Here's how...
* Start with the baseline performance from the last one or two business periods.
* Targets for the KPIs should be set with "realistic optimism" from your baseline data. They must pose challenging goals while not being out of reach.
* Ongoing progress needs to be measured in a timely manner
* Representation of the KPIs should be given in graphics, not purely numerically.
When improvements are implemented, the KPIs will show the positive impact. They also will show the sustained achievement. Or if things fall back, it will give you early feedback so corrective actions can be started fast.
Step 4: Balance the Workload
As your company moves forward with the continuous improvement program, teams should be established for ongoing administration and support and for specific improvement projects. This means your employees will be responsible for additional tasks including completing the required training in the new processes and tools and collecting data for the control.
Your management team will need to acknowledge this additional workload. A certain amount of add-on work will be unavoidable to start the process. But it is urgent to introduce a way to free people for the work in the improvement process from the normal tasks of their jobs. Maintaining hours worked during a time of lower production or adding additional people to create dedicated improvement teams are ways to start a great program. The advancement of the improvement process will pay for the added labor costs fast.
Step 5: Celebrate Milestones and End Results
Build personnel engagement for the continuous improvement process by celebrating successes. Appreciation for progress made in all different layers of the improvement process must be shown in a timely way by management from the CEO to the direct supervisor and his or her peers of every team member.
Appreciation can be shown in many ways, from lunch or dinner invitations, gift certificates, or direct monetary rewards to the individually targeted public acknowledgement of the success or a special service provided to the employees. Rewards work best when every employee feels they are appropriate for the success achieved and when they fit the needs of the individual employee. One of the most effective appreciations for reaching a milestone was the personal effort of the team facilitator in washing every team member's car in front of the company building.
Your 3 Action Items for Success
To improve productivity and sustain improvements over the long haul your employees must drive the continuous improvement process and be at the core of sustaining it. In order to make effective strides forward your company must work to engage every employee in the process. So start performing these 3 action items for success today:
1. Visualize the steps it will take to achieve results so that every person involved sees it every day
2. Make organizational adjustments to allow people the time to participate in the effort
3. Develop milestones and celebration schedule to show your company's appreciation for every successful step forward in a balanced way.
Bottom line: Think positively about it, put your best support forward for it, and feel part of it!
Vice President of Manufacturing for Nanosphere, Inc., Bernhard Opitz builds high-performing, rapid-response engineering organizations by driving technology innovation and productivity improvement initiatives. Let Bernhard Opitz teach you how to exponentially grow your revenues organically by engaging your employees at your next leadership conference. To invite Bernhard to be your next keynote speaker, contact him at http://www.linkedin.com/pub/2/986/a19
By Bernhard Opitz
There is an urgent need for every company in this global economy to improve its processes continuously. The ongoing strive to be better than everybody else and become better than oneself the day before, is at the core of survival. And the key to the success of the program lies in sustaining the gains from every step!
Step 1. Get Everyone Engaged
To sustain the results for your continuous improvement process, you must first engage all employees involved in the business. This should also include those contractors and suppliers you do business with for an extended period of time. Here's why:
* By including the biggest number of people with insight in your business processes, you open the widest idea pool.
* When every person impacted feels as if they are a driving part of the change, they are more likely to accept changes and new ideas.
Step 2: Visualize
To sustain success, you must visualize the process and the progress achieved for every person in the company. The visualization needs to be physically present for all managers, team leaders and employees as well. Everybody needs to see the rules of the program and the baseline, target, and ongoing progress for the key performance indicators (KPI).
Step 3: Use Realistic Optimism
Your company's business process key performance indicators need to be determined in a way that directly indicates how successful your improvement efforts are. Here's how...
* Start with the baseline performance from the last one or two business periods.
* Targets for the KPIs should be set with "realistic optimism" from your baseline data. They must pose challenging goals while not being out of reach.
* Ongoing progress needs to be measured in a timely manner
* Representation of the KPIs should be given in graphics, not purely numerically.
When improvements are implemented, the KPIs will show the positive impact. They also will show the sustained achievement. Or if things fall back, it will give you early feedback so corrective actions can be started fast.
Step 4: Balance the Workload
As your company moves forward with the continuous improvement program, teams should be established for ongoing administration and support and for specific improvement projects. This means your employees will be responsible for additional tasks including completing the required training in the new processes and tools and collecting data for the control.
Your management team will need to acknowledge this additional workload. A certain amount of add-on work will be unavoidable to start the process. But it is urgent to introduce a way to free people for the work in the improvement process from the normal tasks of their jobs. Maintaining hours worked during a time of lower production or adding additional people to create dedicated improvement teams are ways to start a great program. The advancement of the improvement process will pay for the added labor costs fast.
Step 5: Celebrate Milestones and End Results
Build personnel engagement for the continuous improvement process by celebrating successes. Appreciation for progress made in all different layers of the improvement process must be shown in a timely way by management from the CEO to the direct supervisor and his or her peers of every team member.
Appreciation can be shown in many ways, from lunch or dinner invitations, gift certificates, or direct monetary rewards to the individually targeted public acknowledgement of the success or a special service provided to the employees. Rewards work best when every employee feels they are appropriate for the success achieved and when they fit the needs of the individual employee. One of the most effective appreciations for reaching a milestone was the personal effort of the team facilitator in washing every team member's car in front of the company building.
Your 3 Action Items for Success
To improve productivity and sustain improvements over the long haul your employees must drive the continuous improvement process and be at the core of sustaining it. In order to make effective strides forward your company must work to engage every employee in the process. So start performing these 3 action items for success today:
1. Visualize the steps it will take to achieve results so that every person involved sees it every day
2. Make organizational adjustments to allow people the time to participate in the effort
3. Develop milestones and celebration schedule to show your company's appreciation for every successful step forward in a balanced way.
Bottom line: Think positively about it, put your best support forward for it, and feel part of it!
Vice President of Manufacturing for Nanosphere, Inc., Bernhard Opitz builds high-performing, rapid-response engineering organizations by driving technology innovation and productivity improvement initiatives. Let Bernhard Opitz teach you how to exponentially grow your revenues organically by engaging your employees at your next leadership conference. To invite Bernhard to be your next keynote speaker, contact him at http://www.linkedin.com/pub/2/986/a19
By Bernhard Opitz
Saturday, March 14, 2009
A "Must Do" Tactic to Improve your Team Motivation Skills
A "Must Do" Tactic to Improve your Team Motivation Skills
Do you want to motivate and have a good relationship with the people in your team? This article reveals a "must do" tactic to make your life easier.
A "Must Do" Tactic to Improve your Team Motivation Skills
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Has this ever happened to you? You go to speak to your boss, or a colleague, a friend or even someone in your family and you feel they’re not listening. How does that make you feel - not very good I suspect.
When I bring this up in a team motivation seminar, some managers start to feel a little bit uncomfortable.
If you want to motivate and have a good relationship with the people in your team, your customers, colleagues, friends and family, then you need to be a good listener.
You need to look and sound like you’re listening. When face to face you need to look interested, nod your head and keep good eye contact. Over the phone you need to make the occasional - "Uh-Huh - I see."
I’ve seen managers, when faced with a problem from a team member, start to do something else, like work on the computer. I’ve also heard managers say - "It’s okay, I can do two things at once, I can listen to you and work on the computer."
Maybe you can, but the message your team member gets is - "My problem isn’t that important, my manager just isn’t interested."
When you’re spending time with people you need to give them your full attention. You need to look them in the eye, concentrate on them and make them feel that what they say is important and deserves your attention.
As well as looking interested in your team member’s or your customer’s problem, it’s a good idea to write it down. I’ve fallen into the trap of thinking - "I’ll remember that when I get back to the office and I’ll check on it." However, one person I was with said - "You wont do anything about what I’ve said Alan because you wont remember it." From that point on I wrote things down.
It’s also a good idea to paraphrase - to repeat back what the person has said to ensure your understanding and let them know you’ve been listening.
It may seem like a simple thing but it’s very important to use names. You could say in response to a problem from a team member - "I’ll speak to the accounts department about that."
Its far better to say - "I’ll speak to the accounts department about that Susan, thank you for bringing it to my attention."
That’s a much better way for a motivating manager to act.
A person’s name is one of the warmest sounds they hear. It says - "I recognize you as an individual." However, don’t overdo it as it may come across as patronizing.
So just some food for thought - many people believe that to be a good motivator you need to be a good speaker when in fact - you need to be a great listener.
Discover the "3" Secrets of team motivation. Alan Fairweather - "The Motivation Doctor" -is the author of "How to get More Sales by Motivating Your Team" To receive your free newsletter and free ebooks, visit: http://www.howtogetmoresales.com
By Alan Fairweather
Do you want to motivate and have a good relationship with the people in your team? This article reveals a "must do" tactic to make your life easier.
A "Must Do" Tactic to Improve your Team Motivation Skills
Enlarge Image
Has this ever happened to you? You go to speak to your boss, or a colleague, a friend or even someone in your family and you feel they’re not listening. How does that make you feel - not very good I suspect.
When I bring this up in a team motivation seminar, some managers start to feel a little bit uncomfortable.
If you want to motivate and have a good relationship with the people in your team, your customers, colleagues, friends and family, then you need to be a good listener.
You need to look and sound like you’re listening. When face to face you need to look interested, nod your head and keep good eye contact. Over the phone you need to make the occasional - "Uh-Huh - I see."
I’ve seen managers, when faced with a problem from a team member, start to do something else, like work on the computer. I’ve also heard managers say - "It’s okay, I can do two things at once, I can listen to you and work on the computer."
Maybe you can, but the message your team member gets is - "My problem isn’t that important, my manager just isn’t interested."
When you’re spending time with people you need to give them your full attention. You need to look them in the eye, concentrate on them and make them feel that what they say is important and deserves your attention.
As well as looking interested in your team member’s or your customer’s problem, it’s a good idea to write it down. I’ve fallen into the trap of thinking - "I’ll remember that when I get back to the office and I’ll check on it." However, one person I was with said - "You wont do anything about what I’ve said Alan because you wont remember it." From that point on I wrote things down.
It’s also a good idea to paraphrase - to repeat back what the person has said to ensure your understanding and let them know you’ve been listening.
It may seem like a simple thing but it’s very important to use names. You could say in response to a problem from a team member - "I’ll speak to the accounts department about that."
Its far better to say - "I’ll speak to the accounts department about that Susan, thank you for bringing it to my attention."
That’s a much better way for a motivating manager to act.
A person’s name is one of the warmest sounds they hear. It says - "I recognize you as an individual." However, don’t overdo it as it may come across as patronizing.
So just some food for thought - many people believe that to be a good motivator you need to be a good speaker when in fact - you need to be a great listener.
Discover the "3" Secrets of team motivation. Alan Fairweather - "The Motivation Doctor" -is the author of "How to get More Sales by Motivating Your Team" To receive your free newsletter and free ebooks, visit: http://www.howtogetmoresales.com
By Alan Fairweather
Friday, March 13, 2009
The truth about team motivation
The truth about team motivation
Do you believe you can 'buy' your way to peak performance? This article explains why, incentives, bonuses and prizes wont build a highly motivated team; it takes more.
You might disagree but hear me out on this. Incentives prizes, gifts and bonuses don't motivate people at work. Okay, so they may have some short term benefits, however if
you want a highly motivated team, you'll never buy your way to peak performance. Let me give you an example of what I mean. My friend Tom who works in sales was telling me that he'd come first in a recent team sales competition. His success was announced at
the sales meeting and he was presented with his 'prize;' a bottle of beer with a branded glass in a presentation box.
If his prize had been a two week holiday in the West Indies then it might have been better received; however, to be honest, it wouldn't have made a great deal of difference as
far as Tom's motivation is concerned. Of course the low value of the prize contributes to his de-motivation. You see, my friend Tom doesn't like his manager, doesn't like his job anymore and spends much of his time looking for a new job. Now I know his manager and I know the rest of the team aren't happy. Tom's manager isn't a bad person, but he thinks that team motivation is all about handing out the occasional 'prize.' He recently suggested to another team member that he take his wife out for a meal and charge it to expenses. This team member has been divorced for five years.
Let me illustrate what I mean in another way. Imagine for a moment that a rich business man has just been asked by his wife - "Do you love me darling?" and he replies - "Of course I do, didn't I just buy you that new car!?" It's like a parent who feels that showering toys and presents on a child will make them a better person. You know as well as I, this won't work; it takes more.
Now don't panic, I'm not suggesting you 'love' your team members. However, I am saying that you need to meet their emotional rather than their practical, logical, tangible needs if you want to motivate them. You need to care about your team and you need to show it - are you tough enough to care?
Alan Fairweather - The Motivation Doctor - is a professional speaker, author and business development expert.
To receive your free newsletter and free ebooks, visit:
http://www.themotivationdoctor.com
By Alan Fairweather
Do you believe you can 'buy' your way to peak performance? This article explains why, incentives, bonuses and prizes wont build a highly motivated team; it takes more.
You might disagree but hear me out on this. Incentives prizes, gifts and bonuses don't motivate people at work. Okay, so they may have some short term benefits, however if
you want a highly motivated team, you'll never buy your way to peak performance. Let me give you an example of what I mean. My friend Tom who works in sales was telling me that he'd come first in a recent team sales competition. His success was announced at
the sales meeting and he was presented with his 'prize;' a bottle of beer with a branded glass in a presentation box.
If his prize had been a two week holiday in the West Indies then it might have been better received; however, to be honest, it wouldn't have made a great deal of difference as
far as Tom's motivation is concerned. Of course the low value of the prize contributes to his de-motivation. You see, my friend Tom doesn't like his manager, doesn't like his job anymore and spends much of his time looking for a new job. Now I know his manager and I know the rest of the team aren't happy. Tom's manager isn't a bad person, but he thinks that team motivation is all about handing out the occasional 'prize.' He recently suggested to another team member that he take his wife out for a meal and charge it to expenses. This team member has been divorced for five years.
Let me illustrate what I mean in another way. Imagine for a moment that a rich business man has just been asked by his wife - "Do you love me darling?" and he replies - "Of course I do, didn't I just buy you that new car!?" It's like a parent who feels that showering toys and presents on a child will make them a better person. You know as well as I, this won't work; it takes more.
Now don't panic, I'm not suggesting you 'love' your team members. However, I am saying that you need to meet their emotional rather than their practical, logical, tangible needs if you want to motivate them. You need to care about your team and you need to show it - are you tough enough to care?
Alan Fairweather - The Motivation Doctor - is a professional speaker, author and business development expert.
To receive your free newsletter and free ebooks, visit:
http://www.themotivationdoctor.com
By Alan Fairweather
Thursday, March 12, 2009
Employee Burn Out Prevention
Employee Burn Out Prevention
Employee motivation is the key to preventing burn-outs and ensuring professional success for employers and employees.
Employee Burn Out Prevention
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Employees who are motivated are the assets, even secret to the success of successful companies. However, these employees aren't robot nor machines. They can feel pressure, be overwhelmed, or even worse, be burned-out. Recognizing and preventing symptoms of burn-out will save your company and your employees from self-destruction. Organizational psychologist David Javitch, PhD, names the most common signs of burn-out. According to him, the most telltale signs of burn-out include a decline in productivity. It is most noticeable when a highly productive employee starts turning in mediocre work. Lateness, leaving on the dot, leaving work early, prolonged breaks, and increasing absences are the most common actions of burned-out employees. He also named the simplest means to prevent it such as employee scheduling, employee training, employee rights, employee performance, employee time, employee incentives, and regular evaluation.
Employee scheduling
Rotating employee's schedule may refresh your employees. However, there is a risk that you may hasten the burning out process. To prevent this from happening, be sure to consult with your employees about the rotating schedule. Put morning persons on the a.m. shift and the late risers on the afternoon shift. Night owls would definitely prefer the evening shifts. This will significantly reduce stress and pressure on your employees to perform at the time when their energies are low. Plus, you will get to benefit from their top performances because they would work at the time when their productivity levels are at their peak.
Employee Training
Provide training on areas that interest and help your employees. If your business is all about computers, train your employees on new programs or applications. A fashion or entertainment business would do well to conduct image consultancy and development training for its employees. Writers would benefit from writing workshops. Aside from breaking the monotony of their daily schedule, the employees and your company would also benefit from this move. You will have more trained and confident employees that are motivated to put their training to good use. Also, widen employees' responsibilities or cross train them. Have them handle other projects than their regular work to challenge them.
Employee Rights, Employee Incentives, And Employee Time
Convene with your employees and discuss with them their rights and the incentives they would get if the company performs well. They would get a big boost from being reminded and knowing that the company's future depends on them and their productivity. Give them employee time or a break from work. Declare a company holiday and treat your employees to an outing. A change of scenery would refresh them and energize them for another work season. In addition, they would feel that they are important to the company and that they are rewarded for all their efforts. Nothing boosts a person's morale most than praise and reward. These will encourage them to perform well and top their earlier efforts.
Employee Performance and Regular Evaluation
Conduct regular evaluation system to monitor your employees' performance. Reward good employees to encourage them to perform better. Encourage slackers with training and an assurance that the company, and you, as their employer, would help them in coping with their workload. Present your employees with a definite career growth plan such as promotions for top performing employees. Their enthusiasm for work would be revived if they know that they can move up the corporate ladder.
According to Javitch, these motivation methods will serve to aid you and your employees in the evaluation of their present company roles. He stressed that these are key improvements to an efficient employee management program. These methods would increase motivation, satisfaction, and most of all, productivity in your employees. Implement these and you would be saved from mediocre performances and work disruptions.
For more valuable information on employee scheduling please visit http://www.employee-scheduling.net
By Todd Lange
Employee motivation is the key to preventing burn-outs and ensuring professional success for employers and employees.
Employee Burn Out Prevention
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Employees who are motivated are the assets, even secret to the success of successful companies. However, these employees aren't robot nor machines. They can feel pressure, be overwhelmed, or even worse, be burned-out. Recognizing and preventing symptoms of burn-out will save your company and your employees from self-destruction. Organizational psychologist David Javitch, PhD, names the most common signs of burn-out. According to him, the most telltale signs of burn-out include a decline in productivity. It is most noticeable when a highly productive employee starts turning in mediocre work. Lateness, leaving on the dot, leaving work early, prolonged breaks, and increasing absences are the most common actions of burned-out employees. He also named the simplest means to prevent it such as employee scheduling, employee training, employee rights, employee performance, employee time, employee incentives, and regular evaluation.
Employee scheduling
Rotating employee's schedule may refresh your employees. However, there is a risk that you may hasten the burning out process. To prevent this from happening, be sure to consult with your employees about the rotating schedule. Put morning persons on the a.m. shift and the late risers on the afternoon shift. Night owls would definitely prefer the evening shifts. This will significantly reduce stress and pressure on your employees to perform at the time when their energies are low. Plus, you will get to benefit from their top performances because they would work at the time when their productivity levels are at their peak.
Employee Training
Provide training on areas that interest and help your employees. If your business is all about computers, train your employees on new programs or applications. A fashion or entertainment business would do well to conduct image consultancy and development training for its employees. Writers would benefit from writing workshops. Aside from breaking the monotony of their daily schedule, the employees and your company would also benefit from this move. You will have more trained and confident employees that are motivated to put their training to good use. Also, widen employees' responsibilities or cross train them. Have them handle other projects than their regular work to challenge them.
Employee Rights, Employee Incentives, And Employee Time
Convene with your employees and discuss with them their rights and the incentives they would get if the company performs well. They would get a big boost from being reminded and knowing that the company's future depends on them and their productivity. Give them employee time or a break from work. Declare a company holiday and treat your employees to an outing. A change of scenery would refresh them and energize them for another work season. In addition, they would feel that they are important to the company and that they are rewarded for all their efforts. Nothing boosts a person's morale most than praise and reward. These will encourage them to perform well and top their earlier efforts.
Employee Performance and Regular Evaluation
Conduct regular evaluation system to monitor your employees' performance. Reward good employees to encourage them to perform better. Encourage slackers with training and an assurance that the company, and you, as their employer, would help them in coping with their workload. Present your employees with a definite career growth plan such as promotions for top performing employees. Their enthusiasm for work would be revived if they know that they can move up the corporate ladder.
According to Javitch, these motivation methods will serve to aid you and your employees in the evaluation of their present company roles. He stressed that these are key improvements to an efficient employee management program. These methods would increase motivation, satisfaction, and most of all, productivity in your employees. Implement these and you would be saved from mediocre performances and work disruptions.
For more valuable information on employee scheduling please visit http://www.employee-scheduling.net
By Todd Lange
Wednesday, March 11, 2009
Motivating Employees: You're Kidding, Right?
Motivating Employees: You're Kidding, Right?
Achieving higher levels of performance by utilizing what motivates individual employees in the work enviornment.
Often I’m asked to make comments or teach classes on "employee motivation." The mere combination of these words makes me cringe. We are each unique in our own right and to say that there is a set of principles that explains how to motivate people to higher levels of performance seems too good to be true.
What makes us unique? Our family, our upbringing, our education, our religion, our circle of friends, our socio-economic status, (and on, and on. . .) all make us unique (and dare I say, "special?") And those differences mean that a one-size fits all approach just doesn’t work.
Take for example my friend Sam. Sam is an artist and has taught art at a junior high school for 25 years. Several times, Sam has been given the opportunity to become a school administrator, which would lead to significantly more money. It would give him more power and prestige. It would allow him more freedom in his day-to-day activities. However, time and time again, Sam has turned down this opportunity. Many of his peers think he’s crazy. They say, "Sam, you’re turning down all that money and freedom. What’s your problem?" Time and time again, Sam replies with, "I like my job, I like the kids, and I like my summers off. If I became a principal, I’d work year round, have less time with kids, and I’d have to answer to the parents and the school board. It’s not worth it!"
When I ask people what motivates them, many say, "money." However, Sam is one of the millions of exceptions to that rule. For some, money is a motivator. For others, flexibility, the kind of work they do, the freedom the have, the ease of the work may all be motivating factors.
What is it that motivates you? And, more importantly if you are a leader, what motivates the people who you are leading? The best place to find the answer to that important question is to go directly to the source and ask.
Visit Our Website
Website address for Management Education Group
Achieving higher levels of performance by utilizing what motivates individual employees in the work enviornment.
Often I’m asked to make comments or teach classes on "employee motivation." The mere combination of these words makes me cringe. We are each unique in our own right and to say that there is a set of principles that explains how to motivate people to higher levels of performance seems too good to be true.
What makes us unique? Our family, our upbringing, our education, our religion, our circle of friends, our socio-economic status, (and on, and on. . .) all make us unique (and dare I say, "special?") And those differences mean that a one-size fits all approach just doesn’t work.
Take for example my friend Sam. Sam is an artist and has taught art at a junior high school for 25 years. Several times, Sam has been given the opportunity to become a school administrator, which would lead to significantly more money. It would give him more power and prestige. It would allow him more freedom in his day-to-day activities. However, time and time again, Sam has turned down this opportunity. Many of his peers think he’s crazy. They say, "Sam, you’re turning down all that money and freedom. What’s your problem?" Time and time again, Sam replies with, "I like my job, I like the kids, and I like my summers off. If I became a principal, I’d work year round, have less time with kids, and I’d have to answer to the parents and the school board. It’s not worth it!"
When I ask people what motivates them, many say, "money." However, Sam is one of the millions of exceptions to that rule. For some, money is a motivator. For others, flexibility, the kind of work they do, the freedom the have, the ease of the work may all be motivating factors.
What is it that motivates you? And, more importantly if you are a leader, what motivates the people who you are leading? The best place to find the answer to that important question is to go directly to the source and ask.
Visit Our Website
Website address for Management Education Group
Tuesday, March 10, 2009
Are Happy Employees Motivated Employees ?
Are Happy Employees Motivated Employees ?
As managers, do we consciously try to provide this same level of motivation for all of our employees? Or, are we merely fixated on striving to achieve the deadlines, budgets and targets that are set for us (and that seem to be getting tougher and tougher and placing more and more stress on us and our people), and forgetting what it was really like when we worked in an environment that was truly "motivational". This article suggests some answers
When was the last time you felt excited, motivated and extremely keen to be at work? Chances are it was when you had a job or project that really interested you, you had control over what you did and the way you did it, and you didn’t have any worries about "over zealous boss" interference or lack of job security. It’s a great feeling and we can all probably relate stories of how and when we were most "motivated" at work.
But as managers, do we consciously try to provide this same level of motivation for all of our employees? Or, are we merely fixated on striving to achieve the deadlines, budgets and targets that are set for us (and that seem to be getting tougher and tougher and placing more and more stress on us and our people), and forgetting what it was really like when we worked in an environment that was truly "motivational".
My challenge to practising managers, is to think back to when they were most motivated at work and identify the reasons why (list them on a sheet of paper as dot points). Then, set about implementing these same conditions for their own people. (Draw up your own list now and see how it compares with mine)
I’ve issued this challenge to managers over the last 20 years in management development forums and invariably their "motivational conditions" they identify are:
• Autonomy – the chance to take control over a complete project or unit of work in which I am really interested
• Responsibility – for setting goals and targets and being accountable for achieving them
• Recognition – for achieving meaningful results
• Development – of my skills, knowledge and capabilities to their full potential
I then ask them to identify the things that really irritate and annoy them and (often) change what could have been a motivating workplace into a drudgery. They are:
• Bosses who do not recognise them for their efforts, or worse still, take the credit themselves
• A lack of feeling of "team", ie., "we are in this together"
• Constant implied or implicit threats of demotion or dismissal
• Insufficient salary (by comparison to others in the firm or in the industry)
If these sound familiar, then you’re right! Frederick Herzberg in his classic HBR article "Once More, How do you Motivate Employees?" (harvardbusinessonline.hbsp.harvard.edu) came up with two similar sets of lists nearly forty years ago that he labelled "Motivators" and "Satisfiers".
Do they hold true today? Recent research into the turnover rates for young employees (20 – 30 yrs) shows that in some industries, the turnover rate of young employees is as high as 25% annually due to lack of perceived career development and training, and limited opportunities for involvement in other areas of the firm and their profession. These younger people, by comparison to their predecessors:
• Are more opportunistic in taking new jobs.
• Are more mobile.
• Have greater expectations.
• Are easily bored.
Andrew Heathcote (www.brw.com.au/stories) in answer to this challenge suggests that managers need to:
Communicate:
• Be honest during interviews.
• Be serious about performance reviews.
• Do more career mapping.
• Create a forum to develop a greater spirit of involvement.
Tailor the workplace:
• Provide more job rotation.
• Arrange more rotation between offices.
• Develop specific training.
• Introduce variety.
• Develop forums for social interaction.
Be flexible:
• Consider providing sabbaticals (so they can travel without resigning).
• Increase the availability of unpaid leave.
So today’s younger employee is not so different from the generation who manage them – maybe they want their motivation and satisfaction a little faster!
By the way, notice that the majority of items on Andrew’s list are what Herzberg called "Motivators". In fact the only two that could be termed real "Satisfiers" are the last two – sabbaticals and unpaid leave.
But, to return to my initial question, does motivation equate with happiness? Richard Layard (www.pfd.co.uk/clients/layardr/b-aut.html) suggests that work plays a very important part in our happiness and that a lot of our happiness actually comes from the work we do. And the job that we do is affected by how we are allowed to do it. In addition, he found that in regard to the "Satisfiers":
• Not having a job when you should have one, is much worse than suffering a sudden drop in income
• People who feel insecure about retaining their job, suffer a loss of happiness (relative to those who do feel secure) that is 50% greater than the loss of happiness suffered by people whose income drops by a third.
Andrew Oswald of the University of Warwick (www2.warwick.ac.uk/fac/soc/economics/ staff/faculty/oswald/homejobs.pdf) confirms some of the importance of the "satisfiers":
• Having a lot of job security is important to feeling a high degree of satisfaction with your job
• People with relatively high incomes or university degrees tend to get more satisfaction
• Women tend to be more satisfied than men
• The self-employed tend to be more satisfied
• People who work in a small workplace tend to be more satisfied than those who work for large employers
• Working at home tends to lead to higher satisfaction
• A job that involves dealing with people tends to bring higher satisfaction
Herzberg would be very pleased with the results of the amazing amount of today’s research that confirms his contention that it is important for managers to concentrate on both the "Motivators" and the "Satisfiers" if one is to have happy and motivated employees.
The message? Managers, revisit your own list of "Motivators" Start working on implementing the things on that list of your’s with your employees today!
If you would like to find out how motivated and satisfied your people are, you can do so with a simple feedback profile such as CHECKpoint™ (nationallearning.com.au/index_files/EmployeeFeedbackandMotivation.htm). CHECKpoint™ has been developed on the work of Herzberg and another great social psychologist, D.C. McLelland. It not only provides feedback on employee motivation and satisfaction, but also how to maintain these and address any problematic issues.
Copyright © 2006 The National Learning Institute
About the author:
Bob Selden is the Managing Director of the National Learning Institute. He is a part time member of faculty at the International Management Development Institute in Lausanne and the Australian Graduate School of Management in Sydney. You can contact Bob at http://www.nationallearning.com.au/
By Bob Selden
As managers, do we consciously try to provide this same level of motivation for all of our employees? Or, are we merely fixated on striving to achieve the deadlines, budgets and targets that are set for us (and that seem to be getting tougher and tougher and placing more and more stress on us and our people), and forgetting what it was really like when we worked in an environment that was truly "motivational". This article suggests some answers
When was the last time you felt excited, motivated and extremely keen to be at work? Chances are it was when you had a job or project that really interested you, you had control over what you did and the way you did it, and you didn’t have any worries about "over zealous boss" interference or lack of job security. It’s a great feeling and we can all probably relate stories of how and when we were most "motivated" at work.
But as managers, do we consciously try to provide this same level of motivation for all of our employees? Or, are we merely fixated on striving to achieve the deadlines, budgets and targets that are set for us (and that seem to be getting tougher and tougher and placing more and more stress on us and our people), and forgetting what it was really like when we worked in an environment that was truly "motivational".
My challenge to practising managers, is to think back to when they were most motivated at work and identify the reasons why (list them on a sheet of paper as dot points). Then, set about implementing these same conditions for their own people. (Draw up your own list now and see how it compares with mine)
I’ve issued this challenge to managers over the last 20 years in management development forums and invariably their "motivational conditions" they identify are:
• Autonomy – the chance to take control over a complete project or unit of work in which I am really interested
• Responsibility – for setting goals and targets and being accountable for achieving them
• Recognition – for achieving meaningful results
• Development – of my skills, knowledge and capabilities to their full potential
I then ask them to identify the things that really irritate and annoy them and (often) change what could have been a motivating workplace into a drudgery. They are:
• Bosses who do not recognise them for their efforts, or worse still, take the credit themselves
• A lack of feeling of "team", ie., "we are in this together"
• Constant implied or implicit threats of demotion or dismissal
• Insufficient salary (by comparison to others in the firm or in the industry)
If these sound familiar, then you’re right! Frederick Herzberg in his classic HBR article "Once More, How do you Motivate Employees?" (harvardbusinessonline.hbsp.harvard.edu) came up with two similar sets of lists nearly forty years ago that he labelled "Motivators" and "Satisfiers".
Do they hold true today? Recent research into the turnover rates for young employees (20 – 30 yrs) shows that in some industries, the turnover rate of young employees is as high as 25% annually due to lack of perceived career development and training, and limited opportunities for involvement in other areas of the firm and their profession. These younger people, by comparison to their predecessors:
• Are more opportunistic in taking new jobs.
• Are more mobile.
• Have greater expectations.
• Are easily bored.
Andrew Heathcote (www.brw.com.au/stories) in answer to this challenge suggests that managers need to:
Communicate:
• Be honest during interviews.
• Be serious about performance reviews.
• Do more career mapping.
• Create a forum to develop a greater spirit of involvement.
Tailor the workplace:
• Provide more job rotation.
• Arrange more rotation between offices.
• Develop specific training.
• Introduce variety.
• Develop forums for social interaction.
Be flexible:
• Consider providing sabbaticals (so they can travel without resigning).
• Increase the availability of unpaid leave.
So today’s younger employee is not so different from the generation who manage them – maybe they want their motivation and satisfaction a little faster!
By the way, notice that the majority of items on Andrew’s list are what Herzberg called "Motivators". In fact the only two that could be termed real "Satisfiers" are the last two – sabbaticals and unpaid leave.
But, to return to my initial question, does motivation equate with happiness? Richard Layard (www.pfd.co.uk/clients/layardr/b-aut.html) suggests that work plays a very important part in our happiness and that a lot of our happiness actually comes from the work we do. And the job that we do is affected by how we are allowed to do it. In addition, he found that in regard to the "Satisfiers":
• Not having a job when you should have one, is much worse than suffering a sudden drop in income
• People who feel insecure about retaining their job, suffer a loss of happiness (relative to those who do feel secure) that is 50% greater than the loss of happiness suffered by people whose income drops by a third.
Andrew Oswald of the University of Warwick (www2.warwick.ac.uk/fac/soc/economics/ staff/faculty/oswald/homejobs.pdf) confirms some of the importance of the "satisfiers":
• Having a lot of job security is important to feeling a high degree of satisfaction with your job
• People with relatively high incomes or university degrees tend to get more satisfaction
• Women tend to be more satisfied than men
• The self-employed tend to be more satisfied
• People who work in a small workplace tend to be more satisfied than those who work for large employers
• Working at home tends to lead to higher satisfaction
• A job that involves dealing with people tends to bring higher satisfaction
Herzberg would be very pleased with the results of the amazing amount of today’s research that confirms his contention that it is important for managers to concentrate on both the "Motivators" and the "Satisfiers" if one is to have happy and motivated employees.
The message? Managers, revisit your own list of "Motivators" Start working on implementing the things on that list of your’s with your employees today!
If you would like to find out how motivated and satisfied your people are, you can do so with a simple feedback profile such as CHECKpoint™ (nationallearning.com.au/index_files/EmployeeFeedbackandMotivation.htm). CHECKpoint™ has been developed on the work of Herzberg and another great social psychologist, D.C. McLelland. It not only provides feedback on employee motivation and satisfaction, but also how to maintain these and address any problematic issues.
Copyright © 2006 The National Learning Institute
About the author:
Bob Selden is the Managing Director of the National Learning Institute. He is a part time member of faculty at the International Management Development Institute in Lausanne and the Australian Graduate School of Management in Sydney. You can contact Bob at http://www.nationallearning.com.au/
By Bob Selden
Monday, March 9, 2009
One No-Cost Step to Employee Motivation
One No-Cost Step to Employee Motivation
A simple, one-step practice that you can implement now to improve employee motivation, morale and increase productivity.
One No-Cost Step to Employee Motivation
Enlarge Image
How many times have you been asked "What are you going to do to motivate your employees?"
If you are like most people, you immediately start spouting off ideas about incentive programs, raises in compensation, or other actions that YOU intend to take. Unfortunately, that approach is ALL WRONG!
Webster defines motivation as a "condition of being motivated by a motivating force" which is further defined as a "stimulus, influence, incentive or drive." Now, as definitions go; this is not the best definition I have ever seen.
But what this does illustrate is the simple fact that motivation occurs when an individual is intrigued by an incentive or an internal drive. Simply stated, motivation is a personal and internalized state, unique to the individual. Only the employee has control over what is motivating to him. All you can do as a supervisor or manager is CREATE THE CONDITIONS that ALLOW THE EMPLOYEE TO BE SELF-MOTIVATED.
Now, if you are reading this article, you are closer to creating a solution than you think. This is because you are already genuinely and authentically interested in creating a better environment for your employees. Understanding this key concept of motivation is the first step to creating a motivating environment. Now its time to really focus on a simple method to increase employee involvement and therefore, increase employee self-motivation.
Firstly, know that your employees value your opinions, your insights, and your time. They value the effort you take to work with them to develop their skill sets and their careers.
This truth stems from a very basic reality of human nature. Everyone develops a need for positive regard; positive attention and consideration. Secondly, your employees value these actions because it enhances their self-image.
Coaching your employees and establishing clear career paths is an easy way to fulfill this need. Fear not; coaching need not be a complex system of playbooks and constant practice. It can be as simple as having your employees create a Personal Development Plan and meeting with them quarterly to review their progress.
Keep in mind that you should not create the plan FOR the employee. Rather the employee must create their own plan. This ensures the employee’s buy-in (and reduces the amount of time you must dedicate to coaching) and also ensures that the plan is MEANINGFUL and IMPORTANT to the employee. The plan should be specific with concrete objectives or goals, and should include specific target completion dates.
And, by meeting with the employee quarterly to review their progress, you are holding the employee accountable for THEIR OWN personal development. Because the employee created their own Development Plan, the employee only ends up disappointing themselves if they have made little or no progress.
Congratulations! You have just CREATED THE CONDITIONS that ALLOW your employees to BE SELF-MOTIVATED!
Implementing this simple step, which you too can easily do, will accomplish several things. Firstly, your employees will be more motivated (and hopefully, your superiors will never again ask you how you intend to motivate your employees!) Secondly, your employees will develop better technical skills-and they will do it faster.
Now, put this into practice and see what develops.
By Amy Potavin
A simple, one-step practice that you can implement now to improve employee motivation, morale and increase productivity.
One No-Cost Step to Employee Motivation
Enlarge Image
How many times have you been asked "What are you going to do to motivate your employees?"
If you are like most people, you immediately start spouting off ideas about incentive programs, raises in compensation, or other actions that YOU intend to take. Unfortunately, that approach is ALL WRONG!
Webster defines motivation as a "condition of being motivated by a motivating force" which is further defined as a "stimulus, influence, incentive or drive." Now, as definitions go; this is not the best definition I have ever seen.
But what this does illustrate is the simple fact that motivation occurs when an individual is intrigued by an incentive or an internal drive. Simply stated, motivation is a personal and internalized state, unique to the individual. Only the employee has control over what is motivating to him. All you can do as a supervisor or manager is CREATE THE CONDITIONS that ALLOW THE EMPLOYEE TO BE SELF-MOTIVATED.
Now, if you are reading this article, you are closer to creating a solution than you think. This is because you are already genuinely and authentically interested in creating a better environment for your employees. Understanding this key concept of motivation is the first step to creating a motivating environment. Now its time to really focus on a simple method to increase employee involvement and therefore, increase employee self-motivation.
Firstly, know that your employees value your opinions, your insights, and your time. They value the effort you take to work with them to develop their skill sets and their careers.
This truth stems from a very basic reality of human nature. Everyone develops a need for positive regard; positive attention and consideration. Secondly, your employees value these actions because it enhances their self-image.
Coaching your employees and establishing clear career paths is an easy way to fulfill this need. Fear not; coaching need not be a complex system of playbooks and constant practice. It can be as simple as having your employees create a Personal Development Plan and meeting with them quarterly to review their progress.
Keep in mind that you should not create the plan FOR the employee. Rather the employee must create their own plan. This ensures the employee’s buy-in (and reduces the amount of time you must dedicate to coaching) and also ensures that the plan is MEANINGFUL and IMPORTANT to the employee. The plan should be specific with concrete objectives or goals, and should include specific target completion dates.
And, by meeting with the employee quarterly to review their progress, you are holding the employee accountable for THEIR OWN personal development. Because the employee created their own Development Plan, the employee only ends up disappointing themselves if they have made little or no progress.
Congratulations! You have just CREATED THE CONDITIONS that ALLOW your employees to BE SELF-MOTIVATED!
Implementing this simple step, which you too can easily do, will accomplish several things. Firstly, your employees will be more motivated (and hopefully, your superiors will never again ask you how you intend to motivate your employees!) Secondly, your employees will develop better technical skills-and they will do it faster.
Now, put this into practice and see what develops.
By Amy Potavin
Sunday, March 8, 2009
Motivation for Employees Simplified!
Motivation for Employees Simplified!
Have you ever wondered what the secret behind motivation for employees is? Now, you can discover these hidden truths for yourself! Discover exactly how to get employees to truly work for you…
Many professional corporations struggle with lack of motivation among their employees. If you are experiencing complications with motivation the employees in your business, this article is for you! Here, can discover the truth behind what really makes your employees tick as far as motivation is concerned. You will understand that, as long as your employees are truly happy, the potential for success is extremely high. With that incentive for success you can expect an increase in performance. If morale in your business is down, you can learn the essentials of turning this situation around in this particular article!
If you own, operate, or manage a business, you know and understand the importance of employee motivation. If employees are not motivated, then this will impact your business in a negative fashion. Generally employees who are lacking in the area of motivation will lack in the area of productivity as well. When productivity slacks because of complications with motivation among employees, the quality of your goods and/or services is also affected in a negative fashion.
When there is an issue with employee motivation in the workplace, there is often an issue with the quantity of work that is performed. So if you are wondering how this affects performance you can see that stated here. Even more important than the overall productivity of the employees is the quality of work produced by the employees. When these individuals experience low morale, they make very little effort to ensure that the work that they perform meets and/or exceeds the standards as set forth by their organization. In turn, your business will not only produce less work, but less quality as well.
You probably believe that you pay your employees at least an average compensation, offer them good benefits, and this should motivate them, right? Wrong. It has been discovered, after many years of psychological and scientific research, that while employees are appreciative of pay rates and benefits, this is not the ultimate source of motivation in the workplace. As a matter of fact, many employees are more satisfied in receiving recognition for a job well done than a health insurance policy that has a good prescription plan.
Some organizations have tken it upon themselves to ask employees through the use of a questionnaire or survey what they would like to see changed or improved in the workplace. The theory behind these surveys or questionnaires is to allow the organization a stricter definition of what program or programs should be instituted for the effect of increased employee performance.
Many professional organizations will reward their employees for performing their basic responsibilities in a manner that is consistent with in-house objectives and expectations. Many companies do not feel as if it is appropriate to reward an employee for simply performing the responsibilities that are expected of them. Regardless of what type of "reward" system you have in place, the most important thing that you can do to ensure employee motivation is to always recognize the fact that they are working according to expectations, and thank them for doing so.
If you want to show your appreciation for employees in order to motivate them, there are many different methods of doing so. First, you may elect to buy them lunch during the week, or simply offer a free pass for an extra break when they feel as if they need it. Many companies may allow employees to have a casual dress day, or engage in a variety of activities while on their breaks, like surfing the internet in the break room, and similar things.
Discovering the method of properly motivating in the workplace is truly a trial and error process. However, the main thing to remember is that money and benefits do not always motivate your employees. Many times, a simple pat on the back, or peer recognition means more to an employee than money or gifts. When you recognize this fact, you will learn exactly how simple it is to motivate your people. In conclusion, it is important to understand that employee motivation is the basis to the success of your business. You must encourage your employees in such a way that they are willing to provide the productivity and the quality that you expect of them. The old saying about money not buying love holds true in today’s business sector. Sometimes, simply taking time to focus on a job well done and the extra effort an employee puts forth is more rewarding than a paycheck.
By Bruce Hoover
Have you ever wondered what the secret behind motivation for employees is? Now, you can discover these hidden truths for yourself! Discover exactly how to get employees to truly work for you…
Many professional corporations struggle with lack of motivation among their employees. If you are experiencing complications with motivation the employees in your business, this article is for you! Here, can discover the truth behind what really makes your employees tick as far as motivation is concerned. You will understand that, as long as your employees are truly happy, the potential for success is extremely high. With that incentive for success you can expect an increase in performance. If morale in your business is down, you can learn the essentials of turning this situation around in this particular article!
If you own, operate, or manage a business, you know and understand the importance of employee motivation. If employees are not motivated, then this will impact your business in a negative fashion. Generally employees who are lacking in the area of motivation will lack in the area of productivity as well. When productivity slacks because of complications with motivation among employees, the quality of your goods and/or services is also affected in a negative fashion.
When there is an issue with employee motivation in the workplace, there is often an issue with the quantity of work that is performed. So if you are wondering how this affects performance you can see that stated here. Even more important than the overall productivity of the employees is the quality of work produced by the employees. When these individuals experience low morale, they make very little effort to ensure that the work that they perform meets and/or exceeds the standards as set forth by their organization. In turn, your business will not only produce less work, but less quality as well.
You probably believe that you pay your employees at least an average compensation, offer them good benefits, and this should motivate them, right? Wrong. It has been discovered, after many years of psychological and scientific research, that while employees are appreciative of pay rates and benefits, this is not the ultimate source of motivation in the workplace. As a matter of fact, many employees are more satisfied in receiving recognition for a job well done than a health insurance policy that has a good prescription plan.
Some organizations have tken it upon themselves to ask employees through the use of a questionnaire or survey what they would like to see changed or improved in the workplace. The theory behind these surveys or questionnaires is to allow the organization a stricter definition of what program or programs should be instituted for the effect of increased employee performance.
Many professional organizations will reward their employees for performing their basic responsibilities in a manner that is consistent with in-house objectives and expectations. Many companies do not feel as if it is appropriate to reward an employee for simply performing the responsibilities that are expected of them. Regardless of what type of "reward" system you have in place, the most important thing that you can do to ensure employee motivation is to always recognize the fact that they are working according to expectations, and thank them for doing so.
If you want to show your appreciation for employees in order to motivate them, there are many different methods of doing so. First, you may elect to buy them lunch during the week, or simply offer a free pass for an extra break when they feel as if they need it. Many companies may allow employees to have a casual dress day, or engage in a variety of activities while on their breaks, like surfing the internet in the break room, and similar things.
Discovering the method of properly motivating in the workplace is truly a trial and error process. However, the main thing to remember is that money and benefits do not always motivate your employees. Many times, a simple pat on the back, or peer recognition means more to an employee than money or gifts. When you recognize this fact, you will learn exactly how simple it is to motivate your people. In conclusion, it is important to understand that employee motivation is the basis to the success of your business. You must encourage your employees in such a way that they are willing to provide the productivity and the quality that you expect of them. The old saying about money not buying love holds true in today’s business sector. Sometimes, simply taking time to focus on a job well done and the extra effort an employee puts forth is more rewarding than a paycheck.
By Bruce Hoover
Motivating Oneself For Sustained Peak Performance!
Motivating Oneself For Sustained Peak Performance!
Unlocking the door to one's passion points has a dramatic effect of becoming a never-ending waterfall, from which one gains a flow of energy. It is from this flow of energy, which serves as the core source of ones’ energy creators, that one will be able to sustain constant motivation. As a leader, it is you who serves as that well, from which the team comes for nurture and substance!
Motivating Oneself For Sustained Peak Performance!
"Nothing in this world is so good as usefulness. It binds your fellow creatures to you and you to them. It tends to the improvement of your own character and gives you a real importance in society much beyond what any artificial station can bestow."
- B. C. Brodie
Motivating those on ones’ team for peak performance and sustained performance ability is essential to a healthy organization. At the same time, a leader must be always vigilant to remain energized and motivated them self, if the team they lead is to demonstrate similar traits and characteristics.
A mentor of mine once expressed the view that if organizations hired motivated people they would be able to spend less time focusing on how to motivate and reward employees.
While I agree in spirit to that statement, I do feel that the individuals sustained acts that are recognized and appreciated serve as on going fuel in ones’ gas tank of life. If one puts out energy without being replenished, one will ultimately burn out and crash!
Here are ten proven simple strategies for remaining energized and motivated in the work place as a managerial-leader. Consider:
1. Completion – psychology reveals that ones’ mind must see completion or accomplishment to energy expanded. If one works on project(s) and at the end of the day, nothing quantifiable is accomplished, it becomes harder and harder to sustain that same level, not mention an increased level, of commitment and enthusiasm toward the project. It is natural for the mind to divert energies toward other matters, when it does not see results. So, a simple, silly yet meaningful example would be to make sure that every day your schedule is loaded with something that you can look back upon at the end of the day as having accomplished, a this or a that!
2. Limit Exposure To People – limit the amount of time you spend around those people that are ‘takers’ and not ‘givers’ of energy. Engaging individuals that tend to be energy drainers, negative perspective oriented and toxic personalities are sure-fire ways of having energy drained from you. Have a strategy for engaging them that allows you to engage and escape quickly. As detailed in ENOUGH ALREADY: 50 Fast Ways To Deal With, Manage And Eliminate Negativity At Work And Home, I have found that by limiting your exposure to these types of people you will remain motivated and energized more often!
3. Limit Exposure To Things – limit the amount of time you spend on projects, activities, committees or things that are ‘takers’ and not ‘givers’ of energy. Participating in some of those ‘things’ that one does not always have to engage in, tend to be energy drainers of you. Have a strategy that will tell you when to engage, participate and when to bite ones’ tongue, shut up and or not even show up to the event! You will find that by limiting your exposure to these types of ‘things’ you will remain motivated and energized more often!
4. Don’t Volunteer – it is amazing to listen to your self talk as to those times when you feel abused, taken advantage of, not appreciated, etc. and realize that for a large percentage of the time this occurs when one has willing volunteered and subjected themselves to an event or group of people. This self-inflicted energy robbing experience can be greatly curtailed by reducing and sometimes eliminating ones’ willingness to place one in these scenarios! In his landmark book, You Don’t Have to Be Blind to See, Jim Stovall demonstrates repeatedly that the greatest obstacles to success and motivation are self- inflicted!
5. Personal Mission Statement Focus – individuals with defined self purpose as Stephen Covey called it in his best selling book, 7 Habits Of Highly Successful People, are in fact successful and live in greater self harmony because they gravitate toward those things and people that have connection with what they are about. This serves as a self fulfilling energy depositor!
6. Professional Mission Statement Focus – so too would hold true for truly effective professionals, they arrive in the work place with clarity of purpose that holds self- meaning and when engaged in actions that serve this purpose, they too seem to become more energized and thus motivated!
7. Master Mind Group – famed business man of the mid 1900’s Napoleon Hill in the classic book, Success Through A Positive Mental Attitude, called it ones’ personal board-of-directors, to surround yourself with like professionals that you can draw upon for open, candid and confidential input in times of high and low will be a powerful force personally. Your Master Mind Group will serve as a constant source of inspiration and motivation to you and your causes!
8. Other Person Focused – whether referred to as servant leadership or customer focused, when you understand what is held to be truly meaningful to the other person in the work place and you can assist them in attaining that, you will find them a more willing participant in your circles. This willingness feeds your energy and the two of you become more moved and motivated in your actions…energies are working together and not against one another!
9. Don’t Argue – without question, the fastest way to drain ones’ energy level, increase ones’ negative self talk and reduce forward momentum both in the now and contribute toward possible future obstacles, is to engage in an argument with another person in a professional environment. Just recognize in most arguments there are two critical questions: Who gets exhausted? Who gets energized? This will aid as a good guidepost toward future engagements for sustained enthusiasm!
10. Just Do It – as the mantra goes, so to do winners! Procrastination and the act of ‘excuse-it is’ can both hold one back from victory and victories serve as energy depositors, the act of waiting, holding back, putting off and just simple procrastination on those tasks, issues, etc. which one must address only serve to be powerful demotivators. It is like building a daily ‘to do list’ and putting the ugly task to last, it only serves to ruin an otherwise great day and will ensure that you go about that matter with only have your energy level … load that type of activity into the day after some thing great and before something great and even it will be done with great motivation. And as a leader, remember ‘model’ the behaviors they see exhibited from you!
Unlocking the door to ones passion points has a dramatic effect of becoming a never-ending waterfall from which one gains a flow of energy. It is from this flow of energy and that serves as the core source of ones’ energy creators that one will be able to sustain constant motivation. As a leader it is you that serves as the well from which the team comes for nurture and substance!
Jeff Magee, Ph.D., PDM, CSP, CMC is the publisher of Performance Magazine, and is also the podcast host/anchor of Performance Magazine Live, which offers free Podcasts by prominent business leaders! A well-known author and speaker, Dr. Magee can be reached at jeff@JeffreyMagee.com, toll free 1-877-90-MAGEE or www.JeffreyMagee.com for more information on keynotes, training seminars and skill development resources.
Performance Magazine LIVE
Internet SUCCESS Radio
By Jeff Magee
Unlocking the door to one's passion points has a dramatic effect of becoming a never-ending waterfall, from which one gains a flow of energy. It is from this flow of energy, which serves as the core source of ones’ energy creators, that one will be able to sustain constant motivation. As a leader, it is you who serves as that well, from which the team comes for nurture and substance!
Motivating Oneself For Sustained Peak Performance!
"Nothing in this world is so good as usefulness. It binds your fellow creatures to you and you to them. It tends to the improvement of your own character and gives you a real importance in society much beyond what any artificial station can bestow."
- B. C. Brodie
Motivating those on ones’ team for peak performance and sustained performance ability is essential to a healthy organization. At the same time, a leader must be always vigilant to remain energized and motivated them self, if the team they lead is to demonstrate similar traits and characteristics.
A mentor of mine once expressed the view that if organizations hired motivated people they would be able to spend less time focusing on how to motivate and reward employees.
While I agree in spirit to that statement, I do feel that the individuals sustained acts that are recognized and appreciated serve as on going fuel in ones’ gas tank of life. If one puts out energy without being replenished, one will ultimately burn out and crash!
Here are ten proven simple strategies for remaining energized and motivated in the work place as a managerial-leader. Consider:
1. Completion – psychology reveals that ones’ mind must see completion or accomplishment to energy expanded. If one works on project(s) and at the end of the day, nothing quantifiable is accomplished, it becomes harder and harder to sustain that same level, not mention an increased level, of commitment and enthusiasm toward the project. It is natural for the mind to divert energies toward other matters, when it does not see results. So, a simple, silly yet meaningful example would be to make sure that every day your schedule is loaded with something that you can look back upon at the end of the day as having accomplished, a this or a that!
2. Limit Exposure To People – limit the amount of time you spend around those people that are ‘takers’ and not ‘givers’ of energy. Engaging individuals that tend to be energy drainers, negative perspective oriented and toxic personalities are sure-fire ways of having energy drained from you. Have a strategy for engaging them that allows you to engage and escape quickly. As detailed in ENOUGH ALREADY: 50 Fast Ways To Deal With, Manage And Eliminate Negativity At Work And Home, I have found that by limiting your exposure to these types of people you will remain motivated and energized more often!
3. Limit Exposure To Things – limit the amount of time you spend on projects, activities, committees or things that are ‘takers’ and not ‘givers’ of energy. Participating in some of those ‘things’ that one does not always have to engage in, tend to be energy drainers of you. Have a strategy that will tell you when to engage, participate and when to bite ones’ tongue, shut up and or not even show up to the event! You will find that by limiting your exposure to these types of ‘things’ you will remain motivated and energized more often!
4. Don’t Volunteer – it is amazing to listen to your self talk as to those times when you feel abused, taken advantage of, not appreciated, etc. and realize that for a large percentage of the time this occurs when one has willing volunteered and subjected themselves to an event or group of people. This self-inflicted energy robbing experience can be greatly curtailed by reducing and sometimes eliminating ones’ willingness to place one in these scenarios! In his landmark book, You Don’t Have to Be Blind to See, Jim Stovall demonstrates repeatedly that the greatest obstacles to success and motivation are self- inflicted!
5. Personal Mission Statement Focus – individuals with defined self purpose as Stephen Covey called it in his best selling book, 7 Habits Of Highly Successful People, are in fact successful and live in greater self harmony because they gravitate toward those things and people that have connection with what they are about. This serves as a self fulfilling energy depositor!
6. Professional Mission Statement Focus – so too would hold true for truly effective professionals, they arrive in the work place with clarity of purpose that holds self- meaning and when engaged in actions that serve this purpose, they too seem to become more energized and thus motivated!
7. Master Mind Group – famed business man of the mid 1900’s Napoleon Hill in the classic book, Success Through A Positive Mental Attitude, called it ones’ personal board-of-directors, to surround yourself with like professionals that you can draw upon for open, candid and confidential input in times of high and low will be a powerful force personally. Your Master Mind Group will serve as a constant source of inspiration and motivation to you and your causes!
8. Other Person Focused – whether referred to as servant leadership or customer focused, when you understand what is held to be truly meaningful to the other person in the work place and you can assist them in attaining that, you will find them a more willing participant in your circles. This willingness feeds your energy and the two of you become more moved and motivated in your actions…energies are working together and not against one another!
9. Don’t Argue – without question, the fastest way to drain ones’ energy level, increase ones’ negative self talk and reduce forward momentum both in the now and contribute toward possible future obstacles, is to engage in an argument with another person in a professional environment. Just recognize in most arguments there are two critical questions: Who gets exhausted? Who gets energized? This will aid as a good guidepost toward future engagements for sustained enthusiasm!
10. Just Do It – as the mantra goes, so to do winners! Procrastination and the act of ‘excuse-it is’ can both hold one back from victory and victories serve as energy depositors, the act of waiting, holding back, putting off and just simple procrastination on those tasks, issues, etc. which one must address only serve to be powerful demotivators. It is like building a daily ‘to do list’ and putting the ugly task to last, it only serves to ruin an otherwise great day and will ensure that you go about that matter with only have your energy level … load that type of activity into the day after some thing great and before something great and even it will be done with great motivation. And as a leader, remember ‘model’ the behaviors they see exhibited from you!
Unlocking the door to ones passion points has a dramatic effect of becoming a never-ending waterfall from which one gains a flow of energy. It is from this flow of energy and that serves as the core source of ones’ energy creators that one will be able to sustain constant motivation. As a leader it is you that serves as the well from which the team comes for nurture and substance!
Jeff Magee, Ph.D., PDM, CSP, CMC is the publisher of Performance Magazine, and is also the podcast host/anchor of Performance Magazine Live, which offers free Podcasts by prominent business leaders! A well-known author and speaker, Dr. Magee can be reached at jeff@JeffreyMagee.com, toll free 1-877-90-MAGEE or www.JeffreyMagee.com for more information on keynotes, training seminars and skill development resources.
Performance Magazine LIVE
Internet SUCCESS Radio
By Jeff Magee
Saturday, March 7, 2009
Can One Person Increase Motivation in Another Person?
Can One Person Increase Motivation in Another Person?
Do you want a happier more productive life? That takes motivation, and it works best if everyone is willing to contribute! Here is how you can increase motivation in your loved ones.
Can One Person Increase Motivation in Another Person?
Enlarge Image
The answer is yes, of course, right? People motivate other people. After all, what about coaches and inspirational speakers? They are paid to motivate other people to do great things.
But ask the parent who would like to see a better report card, the boss who is sure to catch several employees off task at any give time, or the spouse who hates picking up someone else’s dirty laundry from the bathroom floor and you will hear that motivating others is IMPOSSIBLE!
Consider the two types of motivation: intrinsic and extrinsic:
Intrinsic motivation originates from within the individual. It is a very powerful source of motivation. Intrinsic motivation is behind all of our attempts to learn and master new skills from our very birth. An infant will reach out and grasp a finger. Next comes walking, talking, riding a bike, all the things children are anxious to accomplish.
Extrinsic motivators are the rewards and punishments that come from the outside world. Play video games instead of doing homework, suffer embarrassment in class the next day. Earn a trophy for first place in a competition for high performance, win the admiration of others. There is one important fact about extrinsic motivators however, they are short-term fixes only. The desired behavior will probably disappear when the threat is gone (or forgotten) or the promise has either been delivered or denied.
Instead of relying on extrinsic motivators when attempting to get people to behave in ways that you think are reasonable, foster the factors that nurture those powerful intrinsic motivators. What are the intrinsic motivators?
• Success and pride of accomplishment
• An understanding of the importance in applying the desired behavior
That’s a pretty short and easy list. So how do you go about adding sunshine, water and nutrients to these natural seeds of personal growth? Here is the method:
• Set goals
• Assign responsibility
• Recognize progress
• Develop empathy
• Create a conducive environment
• Contribute to positive health habits
Set Goals
1) Decide. 2) Create an affirmative statement. 3) Write it down. 4) Be clear about your reasons for wanting it. 5) Set a date for accomplishing the goal.
Read any motivational book and, when the subject of goal setting comes up, you will always see this formula. The obvious reason? It is effective! Have a family meeting and present some ideas on making progress in areas of importance. Now create a statement that expresses the desired goal in an affirmative manner. (To state a goal in the affirmative, you say it as if it is already accomplished.) If you want to spend less time watching television and more time on responsibilities, projects and hobbies, you can say, "Our family devotes one hour each evening for taking care of responsibilities and spending creative time on hobbies and projects". Now commit the goal to paper. Why do you have to write it down? The writing process involves more motor skills and imprints the idea more clearly on the brain. Next step is to assign relevancy to the goal.
"Better use of our time will reduce stress for the entire family. We can use the extra time to take care of some chores that usually end up getting rushed, such as picking out clothes to wear the next day, or fixing lunches." Then pin a date on the accomplishment, "We will start on Monday and meet again Saturday to talk about the different ways we used our extra time".
Assign Responsibility
There are some very important rules to follow when delegating responsibility in a way that fosters intrinsic motivation rather than relying on extrinsic rewards or punishments.
• Allow for choice
• Allow for individual styles
• Allow for a learning curve
In our goal of spending less time in the evening in front of the television and more time reducing stress and pursuing creative endeavors, we can apply these allowances. Obviously, each person would be responsible for picking out tomorrow’s clothes, but other duties can be handed around. Make a list of other jobs that could be shared by everyone and then work out a fair plan of accomplishment.
Remember the secret of presenting" yes" or "yes" options.
"Danny, do you want your day to clean the bathroom to be Wednesday or Friday?" "Would you rather make sandwiches or fold the laundry?"
Once a job is delegated it now belongs to the responsible person. No breathing down necks, or coaching from the sidelines. Make sure the proper tools are available, instructions are clearly given and then walk away. If the bathroom mirror is cleaned with a mop the first time, oh well. The intrinsic goals of the individual will allow the necessary skills to develop naturally. You contribute to the learning curve by affectively applying the next step.
Recognize Progress
Many people enjoy using charts and graphs to track progress. They can be very effective. I urge you not to rely too heavily on them, however because they tend to make us think of extrinsic rewards. "What do I get when I have a star in every square?"
Most effective is a thank you with a statement of worth about the action.
"Thanks for picking up the living room. It puts me in such a good mood to live in a neat home." (Remember the two intrinsic motivators, pride and importance of action?) Or, a verbal pat on the back. "Now that your homework is done and your head is the size of a watermelon, what fun thing are you going to enjoy?"
Remember to be sporadic with your compliments and praise. A compliment delivered with every action sounds insincere. Never forget the reinforcing power of a smile or a hug.
Develop Empathy
Empathy is the ability to feel what another person is feeling and is the foundation of intrinsic motivator number two: an understanding of the importance in applying the desired behavior. Years of teaching elementary students gave me a clear understanding of the need to teach children empathy. From the charismatic manipulator, to the bully, to the social outcast, not being able to identify with other people’s feelings can lead to problems.
Talk about your feelings with each other often.
Always remember however, never assign blame to another person when expressing an emotion. Instead of saying, "You made me so mad when I was late for work because you overslept!" a better way to build empathy would be to say, "Once the clock gets past 8:20 I start getting nervous about being late for work. My stomach gets acidy and I can almost hear my boss yelling at me again. I sure would appreciate it if you would be downstairs by 8:15." You have given your reasons on many different levels of comprehension: the visual image of the clock, the physical sensation in your stomach, the sound of an angry boss.
Create a Conducive Environment
Above all else, model motivated behavior. That one thing in itself will motivate others beyond anything else you do.
Designate your home as a caring community.
"Everyone who lives here supports each other." Don’t tolerate teasing or other forms of meanness in your home.
Another important factor in keeping the atmosphere of your home uplifting is to limit complaining. Many of us are in the habit of coming home and letting off steam about the idiots we must face each day. That old homily, "Leave your troubles on the doorstep" should not be forgotten. Consider the effect on a child’s motivation to grow up and enter the work world when he or she continuously hears the adults complaining about their jobs.
Contribute to Positive Health Habits
Eat right, drink lots of water and get plenty of exercise. When you feel good physically, it is so much easier to be enthusiastic and cheerful!
Use one of your self-improvement evenings each week to take a walk outside. Wear your intelligent caps while you are on your walk and talk with each other about the things you encounter. I’ll bet you can teach each other a lot.
Have an energy snack available when you are working or creating at home. Slice fruit and cheese and serve with a fortified, whole grain cracker. You are supplying vitamins, calcium and fiber. One of best fibers for the digestive system is the pectin found in apples. Float apple slices in ice water with a spritz of lemon juice and they won’t turn brown.
Conclusion
The final word is consistency. If you are determined to reach your goals, follow through. So, good luck! Apply these concepts and you will have a happier, healthier family!
By Jean Fisher
Published: 7/13/2005
Do you want a happier more productive life? That takes motivation, and it works best if everyone is willing to contribute! Here is how you can increase motivation in your loved ones.
Can One Person Increase Motivation in Another Person?
Enlarge Image
The answer is yes, of course, right? People motivate other people. After all, what about coaches and inspirational speakers? They are paid to motivate other people to do great things.
But ask the parent who would like to see a better report card, the boss who is sure to catch several employees off task at any give time, or the spouse who hates picking up someone else’s dirty laundry from the bathroom floor and you will hear that motivating others is IMPOSSIBLE!
Consider the two types of motivation: intrinsic and extrinsic:
Intrinsic motivation originates from within the individual. It is a very powerful source of motivation. Intrinsic motivation is behind all of our attempts to learn and master new skills from our very birth. An infant will reach out and grasp a finger. Next comes walking, talking, riding a bike, all the things children are anxious to accomplish.
Extrinsic motivators are the rewards and punishments that come from the outside world. Play video games instead of doing homework, suffer embarrassment in class the next day. Earn a trophy for first place in a competition for high performance, win the admiration of others. There is one important fact about extrinsic motivators however, they are short-term fixes only. The desired behavior will probably disappear when the threat is gone (or forgotten) or the promise has either been delivered or denied.
Instead of relying on extrinsic motivators when attempting to get people to behave in ways that you think are reasonable, foster the factors that nurture those powerful intrinsic motivators. What are the intrinsic motivators?
• Success and pride of accomplishment
• An understanding of the importance in applying the desired behavior
That’s a pretty short and easy list. So how do you go about adding sunshine, water and nutrients to these natural seeds of personal growth? Here is the method:
• Set goals
• Assign responsibility
• Recognize progress
• Develop empathy
• Create a conducive environment
• Contribute to positive health habits
Set Goals
1) Decide. 2) Create an affirmative statement. 3) Write it down. 4) Be clear about your reasons for wanting it. 5) Set a date for accomplishing the goal.
Read any motivational book and, when the subject of goal setting comes up, you will always see this formula. The obvious reason? It is effective! Have a family meeting and present some ideas on making progress in areas of importance. Now create a statement that expresses the desired goal in an affirmative manner. (To state a goal in the affirmative, you say it as if it is already accomplished.) If you want to spend less time watching television and more time on responsibilities, projects and hobbies, you can say, "Our family devotes one hour each evening for taking care of responsibilities and spending creative time on hobbies and projects". Now commit the goal to paper. Why do you have to write it down? The writing process involves more motor skills and imprints the idea more clearly on the brain. Next step is to assign relevancy to the goal.
"Better use of our time will reduce stress for the entire family. We can use the extra time to take care of some chores that usually end up getting rushed, such as picking out clothes to wear the next day, or fixing lunches." Then pin a date on the accomplishment, "We will start on Monday and meet again Saturday to talk about the different ways we used our extra time".
Assign Responsibility
There are some very important rules to follow when delegating responsibility in a way that fosters intrinsic motivation rather than relying on extrinsic rewards or punishments.
• Allow for choice
• Allow for individual styles
• Allow for a learning curve
In our goal of spending less time in the evening in front of the television and more time reducing stress and pursuing creative endeavors, we can apply these allowances. Obviously, each person would be responsible for picking out tomorrow’s clothes, but other duties can be handed around. Make a list of other jobs that could be shared by everyone and then work out a fair plan of accomplishment.
Remember the secret of presenting" yes" or "yes" options.
"Danny, do you want your day to clean the bathroom to be Wednesday or Friday?" "Would you rather make sandwiches or fold the laundry?"
Once a job is delegated it now belongs to the responsible person. No breathing down necks, or coaching from the sidelines. Make sure the proper tools are available, instructions are clearly given and then walk away. If the bathroom mirror is cleaned with a mop the first time, oh well. The intrinsic goals of the individual will allow the necessary skills to develop naturally. You contribute to the learning curve by affectively applying the next step.
Recognize Progress
Many people enjoy using charts and graphs to track progress. They can be very effective. I urge you not to rely too heavily on them, however because they tend to make us think of extrinsic rewards. "What do I get when I have a star in every square?"
Most effective is a thank you with a statement of worth about the action.
"Thanks for picking up the living room. It puts me in such a good mood to live in a neat home." (Remember the two intrinsic motivators, pride and importance of action?) Or, a verbal pat on the back. "Now that your homework is done and your head is the size of a watermelon, what fun thing are you going to enjoy?"
Remember to be sporadic with your compliments and praise. A compliment delivered with every action sounds insincere. Never forget the reinforcing power of a smile or a hug.
Develop Empathy
Empathy is the ability to feel what another person is feeling and is the foundation of intrinsic motivator number two: an understanding of the importance in applying the desired behavior. Years of teaching elementary students gave me a clear understanding of the need to teach children empathy. From the charismatic manipulator, to the bully, to the social outcast, not being able to identify with other people’s feelings can lead to problems.
Talk about your feelings with each other often.
Always remember however, never assign blame to another person when expressing an emotion. Instead of saying, "You made me so mad when I was late for work because you overslept!" a better way to build empathy would be to say, "Once the clock gets past 8:20 I start getting nervous about being late for work. My stomach gets acidy and I can almost hear my boss yelling at me again. I sure would appreciate it if you would be downstairs by 8:15." You have given your reasons on many different levels of comprehension: the visual image of the clock, the physical sensation in your stomach, the sound of an angry boss.
Create a Conducive Environment
Above all else, model motivated behavior. That one thing in itself will motivate others beyond anything else you do.
Designate your home as a caring community.
"Everyone who lives here supports each other." Don’t tolerate teasing or other forms of meanness in your home.
Another important factor in keeping the atmosphere of your home uplifting is to limit complaining. Many of us are in the habit of coming home and letting off steam about the idiots we must face each day. That old homily, "Leave your troubles on the doorstep" should not be forgotten. Consider the effect on a child’s motivation to grow up and enter the work world when he or she continuously hears the adults complaining about their jobs.
Contribute to Positive Health Habits
Eat right, drink lots of water and get plenty of exercise. When you feel good physically, it is so much easier to be enthusiastic and cheerful!
Use one of your self-improvement evenings each week to take a walk outside. Wear your intelligent caps while you are on your walk and talk with each other about the things you encounter. I’ll bet you can teach each other a lot.
Have an energy snack available when you are working or creating at home. Slice fruit and cheese and serve with a fortified, whole grain cracker. You are supplying vitamins, calcium and fiber. One of best fibers for the digestive system is the pectin found in apples. Float apple slices in ice water with a spritz of lemon juice and they won’t turn brown.
Conclusion
The final word is consistency. If you are determined to reach your goals, follow through. So, good luck! Apply these concepts and you will have a happier, healthier family!
By Jean Fisher
Published: 7/13/2005
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