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Motivating people


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Motivating people

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