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The Art Of Motivation
The document discusses various techniques for motivating employees, including setting specific and measurable goals, providing recognition and rewards for achievements, ensuring employees feel respected and responsible for their work, and creating an environment where employees can develop new skills. It emphasizes that different employees have different needs, so managers should understand each person and provide opportunities for growth, rather than trying to motivate with a single approach.
The Art Of Motivation
- 1. THE ART OFMOTIVATION‘A great man is one who can make a small man feel great, and perform great.’By Mumtaz Zaidi
- 2. HIERARCHY OF NEEDSSelfactualization needs
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- 6. Physiological needsMOTIVATION…is settingaudacious objectives & getting people to own &achieve them.is getting someone else to do what you want done because he wants to do it.is making people feel & take pride that they have done it. is letting go while retaining the right to know what is going on.is the art of accomplishing more than what scientific mgt says ispossible.
- 7. WHAT I HATEABOUT MY BOSS?He lacks enthusiasm.
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- 9. He doesn’t acceptresponsibility.
- 10. He lacks peopleskills.
- 11. He is unwillingto guide.
- 12. He doesn’t inspireus to perform.
- 13. He doesn’t appreciategood work.
- 14. He doesn’t discussnew strategies or ideas with us.
- 15. His communication isnegative & de-motivating.THINK OF THEM AS MEN,NOT MACHINESThink of them as individuals.
- 16. Meet them faceto face. Listen.
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- 19. Accept only afterweighing the pros & cons.
- 20. Don’t put onairs.
- 21. Never stand onceremony.
- 22. Take the rapyourself.
- 23. A promise isa promise.
- 24. Turn down inthe first place (rather than withdraw it later).
- 25. Spot talent, creativity& promote.
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- 29. No mistakes, noinitiative.
- 30. Set an example.GIVEHE RIGHT TOUCH!Keep channels open.
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- 32. To err ishuman.
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- 35. Never hold outthreats.
- 36. Blow your top,but constructively.
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- 38. Allow them tolet off steam.
- 39. Don’t accuse. Investigate.THESECRET OF MOTIVATIONis to understand your peopleNot all employees are alike, nor all situations. There is no single best way for M.
- 40. People are differentin their needs & hence in their Ms.
- 41. Individuals change theiraspirations & needs frequently, changing their Ms.
- 42. A single goalcan be reached in a no. of ways or Ms.
- 43. A single goalcan satisfy a host of needs & Ms.
- 44. You cannot reallymotivate anyone. But you can provide the environment in which he grows.THE RULES OF MOTIVATIONThe four ‘R’s - respect, recognition, responsibility & recreation
- 45. Motivate yourself tomotivate others.
- 46. Participate in orderto motivate.
- 47. Motivation, even whenestd., does not last forever.
- 48. Motivation requires lotsof individual recognition.
- 49. Progress & successmotivate.
- 50. Challenge motivates onlyif you succeed.
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- 52. Motivation is notappeasing. The formula for failure: Try to please everybody!HOW TO MOTIVATE?Allow them to develop their job, to continually improve.
- 53. Set targets forthem to get a sense of achievement.
- 54. Give them variety& interest.
- 55. Show trust. Beopen.
- 56. Keep them inthe picture.
- 57. Empower. Allow themcontrol over what they do.
- 58. Tell them: awork ill-done must be done twice.
- 59. Give regular feedbackto prevent misdirection.
- 60. Give praise. Showappreciation.
- 61. Encourage teamwork, senseof belonging, synergy.
- 62. Ensure conducive workenvironment.THE BASICS OF MOTIVATIONMotivation requires a SMART goal.
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- 69. What gets askedfor gets done.
- 70. What gets measuredgets done better.
- 71. What gets rewardedgets done best of all.
- 72. “People do whatthey do because of what happens to them when they do it.”WHAT GETS MEASURED, GETS DONE!End results to be specific & quantifiable.
- 73. Let employee knowwhat is expected of him and when it is to be completed.
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- 75. Ensure he knowshow he has performed and when he has completed it.WHAT GETS REWARDED?Reward!
- 76. Given after thedesired behavior or performance.
- 77. Given as soonas possible.
- 78. Specific to theaccomplishment.
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- 80. Valued by therecipient.
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- 82. Predictable by therecipient.ON REWARDSEnsure correct feedback.
- 83. Keep changing rewardsto get improved behavior.
- 84. Do not rewardthem all alike. Base it on their performance.
- 85. Continue to tellthem – what they should do to deserve it.
- 86. Be consistent inyour rewards. Have a firm link: for this performance, this reward.
- 87. No need tocontinue reward after the behavior is established.
- 88. Be fair. Thesize of the reward must match the effort.
- 89. Reward necessary forcontinued good performance.
- 90. Reward them inother ways than just money.DELIVERING HIGH PERFORMANCE IS A JOURNEY, NOT A DESTINATION! Show appreciation for good work.
- 91. Involve them inas many work decisions as possible.
- 92. Show real care& help in personal problems.
- 93. Hawthorne effect: ifyou treat people as special their performance would improve.
- 94. Constantly upgrade thenotion of what is acceptable.GOAL SETTING!Set targets that stretch them.
- 95. Make them believein themselves.
- 96. They can onlysucceed in targets they believe they can achieve.
- 97. Achieving goals isa motivating force in itself.
- 98. When realistic, theyenhance performance due to less anxiety and more motivation.
- 99. Goals are withinindividual’s control & hence are flexible.
- 100. They should bespecific, measurable & behavioral PLUS challenging, but realistic.GOALS WORK!The goals enable employee to -orientate himself to what is required.
- 101. direct attention &activity towards the task.
- 102. direct efforts towardsachievement.
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- 104. devise new learningstrategies.
- 105. The harder thegoal, and/ or the more important the goal, the more is the effort put in.
- 106. When more specific,they are more achievable.JOB ENRICHMENT!Employee satisfaction (to) motivation (to) performanceMinimum controls
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- 108. Work in completeentities
- 109. Employee to havecontrol over -which task & when
- 110. Feedback on performance& quality directly to employee
- 111. Opportunity to donew jobs
- 112. Individuals to choosetheir jobs with the rest of their team
- 113. Opportunity to discuss& comment on changes in work
- 114. Job rotation insteadof one single short cycle job.
- 115. Ensure variety, personalautonomy and scope for personality development.MAKE THEM BREAK THROUGHMake people think in a breakthrough fashion.
- 116. Motivate. Create enthusiasm& passion.
- 117. Create a dream& make the team go towards it.
- 118. The ability toget the message across is what ignites people to act as one person.
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