WHAT IS MOTIVATION?

If you do not know what motivates a person, just ask By Ravi Kapila

WHAT IS MOTIVATION? Assess your own motivation levels as well as those of your staff

WHAT IS MOTIVATION? Use persuasion and influence in order to encourage self-motivation

RECOGNIZING NEEDS Establish what the needs of your staff are, and assist in meeting them

RECOGNIZING NEEDS Remember that making work fun does not mean making it easy

RECOGNIZING NEEDS Try to motivate through the use of voluntary social and sports activities

RECOGNISING NEEDS Use inter-team competition to help stimulate team spirit

RECOGNIZING NEEDS Keep the number of supervisors to a minimum

RECOGNIZING NEEDS Remember that different people are motivated in different ways

UNDERSTANDING BEHAVIOUR Be aware that the systems that your staff use may be demotivating

UNDERSTANDING BEHAVIOUR Look for positive responses to any criticisms - they are good signs of motivation in staff

UNDERSTANDIN G BEHAVIOUR Maintain eye contact with your staff whenever you speak with them

UNDERSTANDING BEHAVIOUR Ask your staff if any changes at work would help to motivate them

UNDERSTANDING BEHAVIOUR Learn to see the difference between work problems and personal ones

UNDERSTANDING BEHAVIOUR Keep work as varied as possible to avoid causing demotivation

UNDERSTANDING BEHAVIOUR Treat departures and absenteeism as warning signs of demotivation

ASSESSING YOUR ATTITUDE Ensure staff know both their role and its importance

ASSESSING YOUR ATTITUDE Demonstrate your competence at every opportunity

ASSESSING YOUR ATTITUDE Improve order and control by using collaborative management

BEING A GOOD MANAGER Do not just assume you are “visible”-ensure that it is true

BEING A GOOD MANAGER If bad results occur, review your own motivation as well as employees’.

BEING A GOOD MANAGER Show respect to your staff, and they will show it to you

IMPROVING COMMUNICATION Strengthen your message by using several means of communication

IMPROVING COMMUNICATION Deliver incompany communications as soon as possible

IMPROVING COMMUNICATION Encourage your staff to participate in decision-making

IMPROVING COMMUNICATION Keep staff informed wherever possibleuncertainintes are very demotivating

IMPROVING COMMUNICATION Encourage disagreement - it often paves the way to consensus

IMPROVING COMMUNICATIO N Make time to stop and chat rather than simply greeting staff

IMPROVING COMMUNICATION Always ask staff for their opinions about decisions that affect them

IMPROVING COMMUNICATIO N Be aware of office politics, and set an example by never taking part yourself

CREATING A NOBLAME CULTURE Do not gamble, but combine risks with excellent planning

CREATING A NOBLAME CULTURE Praise work well done, even if some targets are missed

CREATING A NOBLAME CULTURE Take risks only when the chances of success are high

CREATING A NOBLAME CULTURE Be firm but fair when you are drawing attention to error, and do not pull any punches

WINNING COOPERATION Find the root cause of repeated complaints, and eradicate it quickly

WINNING COOPERATION Always check that your wishes have been understood

WINNING COOPERATION Inform staff of the use of their ideas and success rates

WINNING COOPERATION Have a good reason and an explanation for refusing a request

WINNING COOPERATION Never offer to finance anything unless you can raise the funds

WINNING COOPERATION Consider ideas from staff at all levels of seniority

WINNING COOPERATION Make use of the positive elements of each person

ENCOURAGIN G INITIATIVE Give people the opportunity to use their own initiative whenever possible

ENCOURAGING INITIATIVE Acknowledge all suggestion box ideas immediately - handle any rejections tactfully

ENCOURAGING INITIATIVE Encourage staff to achieve by setting high but realistic targets

ENCOURAGING INITIATIVE Do not be too fast in accepting “NO” for an answer

ENCOURAGING INITIATIVE Give your staff a say in the setting of targets

MOTIVATING INDIVIDUALS Stretch people with goals that push them to perform better

MOTIVATING INDIVIDUALS Make the most of new staff by first making them feel welcome

MOTIVATING INDIVIDUALS Form your own opinions of your colleagues and staff

MOTIVATING INDIVIDUALS Be as natural as possible, but tailor your approach to each individual

MOTIVATING INDIVIDUALS Remember that what you measure and reward is what you get

MOTIVATING INDIVIDUALS Do not put a ceiling on incentives - it limits motivation

MOTIVATING GROUPS Ambition dictates achievement, so be sure to encourage big ambitions

MOTIVATING GROUP Confront trouble makers as soon as you become aware of their presence.

MOTIVATING GROUP Cure any bad systems as a first step to conquering poor morale

MOTIVATING GROUPS If demotivation occurs, consider changing your business sytem

PREVENTING DEMOTIVATION Do not wait for annual appraisals to talk about staff performance

PREVENTING DEMOTIVATION Talk about work related problems to prevent them from becoming more intense

PREVENTING DEMOTIVATION Allow people to talk about what demotivates them, and listen carefully

PREVENTING DEMOTIVATION Bad news always travels fast, so deliver it as quickly as possible

PREVENTING DEMOTIVATION Emphasize to staff the benefits of all reforms, however unwelcome

DEALING WITH DEMOTIVATED PEOPLE Assess the reasons for demotivation before considering any action

DEALING WITH DEMOTIVATED PEOPLE Consider all the options before losing valued team members

APPRAISING EFFECTIVELY Keep the appraisal relaxed and friendly - do not make it an inquisition

APPRAISING EFFECTIVELY Take the chance to improve yourself by asking staff to appraise you, too

APPRAISING EFFECTIVELY Always start appraisals by discussing the progress made and success achieved

APPRAISING EFFECTIVELY Find out about the quality of support given in the job

APPRAISING EFFECTIVELY Provide training in small, regular dosses rather than one long course

APPRAISING EFFECTIVELY Follow up on any courses to check their quality and staff responses

APPRAISING EFFECTIVELY Give staff chances to use and increase their expertise

APPRAISING EFFECTIVELY Sit in on training courses to ensure the quality is high

EVALUATING EACH JOB Regard grading and similar systems with caution - not as scared

EVALUATING EACH JOB Pay your staff members for responsibility and contribution, not for seniority and status

EVALUATING EACH JOB Do not allow job specifications to be perceived as “straitjackets”

EVALUATING EACH JOB Ensure that jobs offer a wide range of stimulation and variation

EVALUATING EACH JOB Get the money right, or everything else could easily go wrong

EVALUATING EACH JOB Watch costs of fringe benefits unwatched, they tend to soar

EVALUATING EACH JOB If you are the highest payer, be sure to get the highest results

ENRICHING JOBS Delegate whole tasks to improve efficiency and motivation

ENRICHING JOBS Give staff every opportunity to use newly acquired skills once training has finished

ENRICHING JOBS When an idea is accepted, let its creator implement the suggestion

EMPOWERING STAFF Ensure your staff do not suffer under externally imposed limitations

EMPOWERING STAFF Find out about a job from the person doing it

BUILDING CAREERS Find an assignment for anyone who has not had one in the past year

BUILDING CAREERS Encourage your staff to enrol for regular training it will pave the way to future success

BUILDING CAREERS Do not underuse people - it causes them as much stress as overuse

BUILDING CAREERS Utilize as many of each person’s skills as possible

RECOGNIZING EXCELLENCE Seek early chances to promote able, younger members of your staff

RECOGNIZING EXCELLENCE Use monetary rewards as flexibly as possible to get the most of their motivational value

RECOGNIZING EXCELLENCE Use taskforces to develop your best people

MOTIVATING THROUGH CHANGE Take every chance to preach quality and practise improvement

MOTIVATING THROUGH CHANGE Make one major change, while also going for many small ones

MOTIVATING THROUGH CHANGE Ensure that all staff members are involved in quality improving schemes

REWARDING EXCEPTIONAL PERFORMANCE Make sure that the rewards you give are the icing - not the cake

REWARDING EXCEPTIONAL PERFORMANCE Look first at those rewards that do not cost anything to supply

REWARDING EXCEPTIONAL PERFORMANCE Make contests for non-financial rewards as much fun as possible

REWARDING EXCEPTIONAL PERFORMANCE Do not let slidingscale cash rewards become a source of demotivation

REWARDING EXCEPTIONAL PERFORMANCE Give performance related rewards, not just pay rises, where possible

REWARDING EXCEPTIONAL PERFORMANCE Use certificates and engraved presents as reminders of high achievement

KEEPING MOTIVATION HIGH Change your own working methods if it will improve staff motivation

KEEPING MOTIVATION HIGH Check on morale levels by talking to members of staff on a regular basis

THANK YOU !

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