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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
UNDERSTANDING 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 in-company communications as soon as possible
IMPROVING COMMUNICATION  Encourage your staff to participate in decision-making
IMPROVING COMMUNICATION  Keep staff informed wherever possible-uncertainintes are very demotivating
IMPROVING COMMUNICATION  Encourage disagreement - it often paves the way to consensus
IMPROVING COMMUNICATION  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 COMMUNICATION  Be aware of office politics, and set an example by never taking part yourself
CREATING A NO-BLAME CULTURE Do not gamble, but combine risks with excellent planning
CREATING A NO-BLAME CULTURE  Praise work well done, even if some targets are missed
CREATING A NO-BLAME CULTURE  Take risks only when the chances of success are high
CREATING A NO-BLAME CULTURE Be firm but fair when you are drawing attention to error, and do not pull any punches
WINNING CO-OPERATION  Find the root cause of repeated complaints, and eradicate it quickly
WINNING CO-OPERATION  Always check that your wishes have been understood
WINNING CO-OPERATION  Inform staff of the use  of their ideas and success rates
WINNING CO-OPERATION  Have a good reason and an explanation for refusing a request
WINNING CO-OPERATION  Never offer to finance anything unless you can raise the funds
WINNING CO-OPERATION  Consider ideas from staff at all levels of seniority
WINNING CO-OPERATION  Make use of the positive elements of each person
ENCOURAGING 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
Make sure that the rewards you give are the icing - not the cake  REWARDING EXCEPTIONAL PERFORMANCE
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 sliding-scale 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
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