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