The Art Of Motivation

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The Art Of Motivation

  1. 1. THE ART OF MOTIVATION<br />‘A great man is one who can make a small man feel great, and perform great.’<br />By Mumtaz Zaidi<br />
  2. 2. HIERARCHY OF NEEDS<br /><ul><li>Self actualization needs
  3. 3. Esteem needs
  4. 4. Social needs
  5. 5. Security needs
  6. 6. Physiological needs</li></li></ul><li>MOTIVATION…<br />is setting audacious objectives & getting people to own &<br />achieve them.<br />is getting someone else to do what you want done because he <br />wants to do it.<br />is making people feel & take pride that they have done it. <br />is letting go while retaining the right to know what is going on.<br />is the art of accomplishing more than what scientific mgt says is<br />possible.<br />
  7. 7. WHAT I HATE ABOUT <br />MY BOSS?<br /><ul><li>He lacks enthusiasm.
  8. 8. He is insecure.
  9. 9. He doesn’t accept responsibility.
  10. 10. He lacks people skills.
  11. 11. He is unwilling to guide.
  12. 12. He doesn’t inspire us to perform.
  13. 13. He doesn’t appreciate good work.
  14. 14. He doesn’t discuss new strategies or ideas with us.
  15. 15. His communication is negative & de-motivating.</li></li></ul><li>THINK OF THEM AS MEN,<br />NOT MACHINES<br /><ul><li>Think of them as individuals.
  16. 16. Meet them face to face. Listen.
  17. 17. Talk straight.
  18. 18. Give clear instructions.
  19. 19. Accept only after weighing the pros & cons.
  20. 20. Don’t put on airs.
  21. 21. Never stand on ceremony.
  22. 22. Take the rap yourself.
  23. 23. A promise is a promise.
  24. 24. Turn down in the first place (rather than withdraw it later).
  25. 25. Spot talent, creativity & promote.
  26. 26. Encourage initiative.
  27. 27. Tolerate mistakes.
  28. 28. Learn from them.
  29. 29. No mistakes, no initiative.
  30. 30. Set an example.</li></li></ul><li>GIVE HE RIGHT TOUCH!<br /><ul><li>Keep channels open.
  31. 31. Why argue? Understand.
  32. 32. To err is human.
  33. 33. Listen to complaints.
  34. 34. Don’t shout. Explain.
  35. 35. Never hold out threats.
  36. 36. Blow your top, but constructively.
  37. 37. Soften the blow.
  38. 38. Allow them to let off steam.
  39. 39. Don’t accuse. Investigate.</li></li></ul><li>THE SECRET OF MOTIVATION<br />is to understand your people<br /><ul><li>Not all employees are alike, nor all situations. There is no single best way for M.
  40. 40. People are different in their needs & hence in their Ms.
  41. 41. Individuals change their aspirations & needs frequently, changing their Ms.
  42. 42. A single goal can be reached in a no. of ways or Ms.
  43. 43. A single goal can satisfy a host of needs & Ms.
  44. 44. You cannot really motivate anyone. But you can provide the environment in which he grows.</li></li></ul><li>THE RULES OF MOTIVATION<br /><ul><li>The four ‘R’s - respect, recognition, responsibility & recreation
  45. 45. Motivate yourself to motivate others.
  46. 46. Participate in order to motivate.
  47. 47. Motivation, even when estd., does not last forever.
  48. 48. Motivation requires lots of individual recognition.
  49. 49. Progress & success motivate.
  50. 50. Challenge motivates only if you succeed.
  51. 51. Team membership motivates.
  52. 52. Motivation is not appeasing. The formula for failure: Try to please everybody!</li></li></ul><li>HOW TO MOTIVATE?<br /><ul><li>Allow them to develop their job, to continually improve.
  53. 53. Set targets for them to get a sense of achievement.
  54. 54. Give them variety & interest.
  55. 55. Show trust. Be open.
  56. 56. Keep them in the picture.
  57. 57. Empower. Allow them control over what they do.
  58. 58. Tell them: a work ill-done must be done twice.
  59. 59. Give regular feedback to prevent misdirection.
  60. 60. Give praise. Show appreciation.
  61. 61. Encourage teamwork, sense of belonging, synergy.
  62. 62. Ensure conducive work environment.</li></li></ul><li>THE BASICS OF MOTIVATION<br /><ul><li>Motivation requires a SMART goal.
  63. 63. Motivational instructionsare always ‘SMART’
  64. 64. Specific
  65. 65. Measurable
  66. 66. Agreed
  67. 67. Realistic
  68. 68. Time-bound
  69. 69. What gets asked for gets done.
  70. 70. What gets measured gets done better.
  71. 71. What gets rewarded gets done best of all.
  72. 72. “People do what they do because of what happens to them when they do it.”</li></li></ul><li>WHAT GETS MEASURED, <br />GETS DONE!<br /><ul><li>End results to be specific & quantifiable.
  73. 73. Let employee know what is expected of him and when it is to be completed.
  74. 74. Specify the stages.
  75. 75. Ensure he knows how he has performed and when he has completed it.</li></li></ul><li>WHAT GETS REWARDED?<br /><ul><li>Reward!
  76. 76. Given after the desired behavior or performance.
  77. 77. Given as soon as possible.
  78. 78. Specific to the accomplishment.
  79. 79. Personal in impact.
  80. 80. Valued by the recipient.
  81. 81. Delivered consistently.
  82. 82. Predictable by the recipient.</li></li></ul><li>ON REWARDS<br /><ul><li>Ensure correct feedback.
  83. 83. Keep changing rewards to get improved behavior.
  84. 84. Do not reward them all alike. Base it on their performance.
  85. 85. Continue to tell them – what they should do to deserve it.
  86. 86. Be consistent in your rewards. Have a firm link: for this performance, this reward.
  87. 87. No need to continue reward after the behavior is established.
  88. 88. Be fair. The size of the reward must match the effort.
  89. 89. Reward necessary for continued good performance.
  90. 90. Reward them in other ways than just money.</li></li></ul><li>DELIVERING HIGH PERFORMANCE IS A JOURNEY, NOT A DESTINATION! <br /><ul><li>Show appreciation for good work.
  91. 91. Involve them in as many work decisions as possible.
  92. 92. Show real care & help in personal problems.
  93. 93. Hawthorne effect: if you treat people as special their performance would improve.
  94. 94. Constantly upgrade the notion of what is acceptable.</li></li></ul><li>GOAL SETTING!<br /><ul><li>Set targets that stretch them.
  95. 95. Make them believe in themselves.
  96. 96. They can only succeed in targets they believe they can achieve.
  97. 97. Achieving goals is a motivating force in itself.
  98. 98. When realistic, they enhance performance due to less anxiety and more motivation.
  99. 99. Goals are within individual’s control & hence are flexible.
  100. 100. They should be specific, measurable & behavioral PLUS challenging, but realistic.</li></li></ul><li>GOALS WORK!<br />The goals enable employee to -<br /><ul><li>orientate himself to what is required.
  101. 101. direct attention & activity towards the task.
  102. 102. direct efforts towards achievement.
  103. 103. build persistence.
  104. 104. devise new learning strategies.
  105. 105. The harder the goal, and/ or the more important the goal, the more is the effort put in.
  106. 106. When more specific, they are more achievable.</li></li></ul><li>JOB ENRICHMENT!<br />Employee satisfaction (to) motivation (to) performance<br /><ul><li>Minimum controls
  107. 107. Maximum personal accountability
  108. 108. Work in complete entities
  109. 109. Employee to have control over -which task & when
  110. 110. Feedback on performance & quality directly to employee
  111. 111. Opportunity to do new jobs
  112. 112. Individuals to choose their jobs with the rest of their team
  113. 113. Opportunity to discuss & comment on changes in work
  114. 114. Job rotation instead of one single short cycle job.
  115. 115. Ensure variety, personal autonomy and scope for personality development.</li></li></ul><li>MAKE THEM BREAK THROUGH<br /><ul><li>Make people think in a breakthrough fashion.
  116. 116. Motivate. Create enthusiasm & passion.
  117. 117. Create a dream & make the team go towards it.
  118. 118. The ability to get the message across is what ignites people to act as one person.
  119. 119. Mine more value.</li></li></ul><li>THANK YOU!<br />
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