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job quicker and precise, doesn’t develop or improve standards. Three types of managers: 1-Those who make things happen. 2-Those who watch what happens. 3-Those who say “What happened?” Which one describes you?
MOTIVATION Money talks, but does it talk loud enough? A: The more money you earn, the happier you are. B: The more work you produce, the more money you earn. THEREFORE C: If compensation is based on productivity, people will stretch to produce more so that they can earn more and become happier. Sounds logical, but is it true? The answer is “sometimes not always” Money is a motivator for some people all of the time, for others some of the time and for everyone if it is combined with other motivators.
Motivation = getting into motion. RECOGNITION Human beings crave for recognition . People like to know, what others know who they are, what they want and what they believe. Recognition begins with theirs names. Everyone has a name learn it, use it. It’s your first step in recognising each person’s individuality. “Remember that a person’s name is to that person the sweetest and the most important sound in any language.”
PROVIDING POSITIVE REINFORCEMENT Autocratic bosses continually criticise, condemn, and complain, and never forget negative performance. “Do not be one of them” they take good performance granted. When people hear continual criticism, they begin to feel stupid, inferior and resentful you can correct or show them to do it right but not make them feel bad. Criticism often reinforces poor behaviour. He/She feels that the only time they get recognition is when they are criticised. So, minimise your reaction to poor performance and maximise your appreciation to good performance and behaviour. If you see someone is doing something wrong tell them quietly and show them the right and then, when they do something right make a big fuss about it.
Focus on positive things – by giving attention and appreciation to the good
behaviour people do – you reinforce their desire to “do the right thing”. You also help them to build their self image and create positive thoughts to help develop a positive attitude.
Show that you care.
Just you have a life outside the company, so does every member of your team. A job is an important part of our lives, but there are many phases of life that may be of a greater importance; health, family and outside interests: show sincere interest in a team member’s total person.
Welcome back associates who have been on holiday or away because of illness. Ask
them about their holiday, family members and tell them that you have missed them “genuinely” and update them on company news.
Everyone needs praise, but what if they don’t deserve it?
Human beings thrive on praise. Although all of us require praise to feed our egos and help make us feel good about ourselves, you can’t praise people indiscriminately: Praise should be reserved for accomplishments that are worthy of special acknowledgement Yes all people need praise, but how can you sincerely praise them when they don’t do anything particularly praiseworthy?
If employees do nothing that merits praise, give them projects in which they can demonstrate success and then praise their accomplishments.
Look for praiseworthy situations.
Sometimes you may tend to look for things to criticise rather than for things to compliment. Because you expect your team do well and you are concentrating on strengthening areas of weakness. Some supervisors fear that giving praise indicates softness on their part. Praise is not softness- it’s a positive approach that reinforces good performance. When you stop thinking of your team members as subordinates and instead as partners working to reach team goals, appropriate praise will become a natural part of your behaviour.
Tips for effective praise.
Praise is sweet, candy is sweet, too, but the more you eat the less sweet each piece becomes, and you may get a stomach ache. Too much praise reduces the benefits. If it’s overdone, it loses its value all together.
• Don’t overdo it.
You can’t fake sincerity. You must truly believe that what you are praising your associate for is praiseworthy. If you don’t believe it, you come across as phoney.
• Be sincere.
Rather than you say “great job” it’s much better to say “the report you submitted on the xyz matter enabled me to understand more clearly the complexities of the issue”
• Be specific about the reason for your praise.
Nothing is more flattering than to be asked for advice about how to handle a situation. But be careful! This approach can backfire, though, if you don’t TAKE the advice. If you think the advice is inappropriate and you want to reject it, remember the Socratic approach. “Ask people about questionable issues until they see the negative
• Ask for your team member’s advice.
aspects and reject their own poor advice.”
Just as a reprimand should always be given in private, praising should be done (wherever possible) in public, sometimes the matter for which praise is given is a private issue, but it’s more often appropriate to let your entire team in on the praise. If other team members are aware of the praise you give a colleague it acts as a spur to them to work for similar recognition.
• Publicise praise.
Telling people that you appreciate what they’ve done is a great idea, but writing it is even more effective. The aura of oral price fades away; a letter or a brief note endures. You don’t have to spend much money. It doesn’t take much time.
• Put it in writing.
“When I must criticise somebody, I do it orally; when I praise somebody, I put it in writing”
-Lee lacocca You made my day Date______________ To______________________________________ Dept_____________________________ From____________________________________ Dept_____________________________ What you did_______________________________________________________________ __________________________________________________________________________ What it meant to me__________________________________________________________ __________________________________________________________________________ signed_________________________________ Copy to HR Copy to team leader
Write “thank you” cards (to show family and friends)
Award certificates and plaques. People like displaying these on their walls, offices. Maintain success files Have people maintain “a success file” to keep all compliments letters and thank you card in them whenever they feel down, they can look at them and get the feeling, “these are proof that I have done it before, I can do it again” Employee of the month Carefully chose one and display.
EMPOWERMENT: The buzzword of the 90s.
Empowerment means sharing your power with the people over whom you have power. Team members are given the authority to make decisions that previously were reserved for managers. Titles may change, and functions may be altered, but there will always be a role for people who can guide, counsel and motivate their co-workers. Empowerment doesn’t mean giving up power- it means sharing it. It doesn’t mean that you abdicate responsibility either; instead you create a climate in which all team members are excited about the job as you are.
Rapport: the relation of trust and mutual influence. If you have rapport with someone they feel you understand how it is for them. You don’t have to agree with them. Agreement does not guarantee rapport In a competition market, where there is little difference in prices and products, the salesperson is the difference that can make a difference.
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