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Motivating people
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Motivating people


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