motivating people
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WHAT IS MOTIVATION?
If you do not know what motivates a person, just ask
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WHAT IS MOTIVATION?
Assess your own motivation levels
as well as those of your staff
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WHAT IS MOTIVATION? Use persuasion and influence in
order to encourage self-motivation
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RECOGNIZING NEEDS
Establish what the needs of your staff are, and assist in
meeting them
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RECOGNIZING NEEDS
Remember that making work fun does not mean making it easy
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RECOGNIZING NEEDS
Try to motivate through the use of
voluntary social and sports activities
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RECOGNISING NEEDS
Use inter-team competition to help
stimulate team spirit
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RECOGNIZING NEEDS
Keep the number of supervisors to a
minimum
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RECOGNIZING NEEDS
Remember that different people are motivated in different ways
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UNDERSTANDING BEHAVIOUR
Be aware that the systems that your staff use may be demotivating
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UNDERSTANDING BEHAVIOUR
Look for positive responses to any
criticisms - they are good signs of
motivation in staff
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UNDERSTANDING BEHAVIOUR
Maintain eye contact with your staff
whenever you speak with them
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UNDERSTANDING BEHAVIOUR
Ask your staff if any changes at work
would help to motivate them
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UNDERSTANDING BEHAVIOUR
Learn to see the difference
between work problems and personal ones
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UNDERSTANDING BEHAVIOUR Keep work as
varied as possible to avoid causing demotivation
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UNDERSTANDING BEHAVIOUR
Treat departures and absenteeism as warning signs of
demotivation
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ASSESSING YOUR ATTITUDE
Ensure staff know both their role and its
importance
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ASSESSING YOUR ATTITUDE
Demonstrate your competence at every
opportunity
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ASSESSING YOUR ATTITUDE
Improve order and control by using
collaborative management
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BEING A GOOD MANAGER
Do not just assume you are “visible”-ensure that it is
true
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BEING A GOOD MANAGER
If bad results occur, review your own
motivation as well as employees’.
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BEING A GOOD MANAGER
Show respect to your staff, and they will show it to you
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IMPROVING COMMUNICATION
Strengthen your message by using several means of
communication
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IMPROVING COMMUNICATION Deliver in-
company communications
as soon as possible
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IMPROVING COMMUNICATION
Encourage your staff to participate
in decision-making
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IMPROVING COMMUNICATION
Keep staff informed wherever possible-uncertainintes are very demotivating
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IMPROVING COMMUNICATION
Encourage disagreement - it
often paves the way to consensus
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IMPROVING COMMUNICATIO
N Make time to stop and chat rather
than simply greeting staff
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IMPROVING COMMUNICATION
Always ask staff for their opinions about decisions that affect
them
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IMPROVING COMMUNICATIO
N Be aware of office politics, and set an example by never
taking part yourself
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CREATING A NO-BLAME
CULTUREDo not gamble, but combine risks
with excellent planning
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CREATING A NO-BLAME
CULTURE
Praise work well done, even if some targets are missed
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CREATING A NO-BLAME CULTURE
Take risks only when the chances of
success are high
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CREATING A NO-BLAME CULTURE
Be firm but fair when you are
drawing attention to error, and do not pull any punches
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WINNING CO-OPERATION
Find the root cause of repeated
complaints, and eradicate it quickly
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WINNING CO-OPERATION
Always check that your wishes have been understood
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WINNING CO-OPERATION
Inform staff of the use of their ideas and success rates
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WINNING CO-OPERATION Have a good reason and an explanation
for refusing a request
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WINNING CO-OPERATION Never offer to
finance anything unless you can raise the funds
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WINNING CO-
OPERATION Consider ideas from staff at all
levels of seniority
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WINNING CO-OPERATION
Make use of the positive elements of each person
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ENCOURAGING INITIATIVE
Give people the
opportunity to use their own initiative whenever possible
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ENCOURAGING INITIATIVE
Acknowledge all suggestion box ideas immediately - handle
any rejections tactfully
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ENCOURAGING INITIATIVE
Encourage staff to achieve by setting high but realistic
targets
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ENCOURAGING INITIATIVE
Do not be too fast in accepting “NO” for
an answer
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ENCOURAGING INITIATIVE
Give your staff a say in the setting
of targets
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MOTIVATING INDIVIDUALS
Stretch people with goals that push them to
perform better
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MOTIVATING INDIVIDUALS
Make the most of new staff by first making them feel
welcome
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MOTIVATING INDIVIDUALS Form your own
opinions of your colleagues and staff
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MOTIVATING INDIVIDUALS
Be as natural as possible, but
tailor your approach to each
individual
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MOTIVATING INDIVIDUALS
Remember that what you measure and
reward is what you get
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MOTIVATING INDIVIDUALS Do not put a
ceiling on incentives - it
limits motivation
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MOTIVATING GROUPS
Ambition dictates achievement, so
be sure to encourage big
ambitions
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MOTIVATING GROUP
Confront trouble makers as soon as you become aware of their presence.
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MOTIVATING GROUP
Cure any bad systems as a first
step to conquering poor morale
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MOTIVATING GROUPS
If demotivation occurs, consider changing your
business sytem
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PREVENTING DEMOTIVATION
Do not wait for annual appraisals to talk about staff performance
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PREVENTING DEMOTIVATION Talk about work
related problems to prevent them from
becoming more intense
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PREVENTING DEMOTIVATION
Allow people to talk about what
demotivates them, and listen carefully
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PREVENTING DEMOTIVATION Bad news always travels fast, so
deliver it as quickly as possible
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PREVENTING DEMOTIVATION
Emphasize to staff the benefits of all reforms, however
unwelcome
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DEALING WITH DEMOTIVATED
PEOPLE Assess the reasons for demotivation
before considering any action
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DEALING WITH DEMOTIVATED
PEOPLE Consider all the options before
losing valued team members
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APPRAISING EFFECTIVELY
Keep the appraisal relaxed and friendly - do not make it an inquisition
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APPRAISING EFFECTIVELY
Take the chance to improve yourself by
asking staff to appraise you, too
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APPRAISING EFFECTIVELY
Always start appraisals by discussing the
progress made and success achieved
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APPRAISING EFFECTIVELY
Find out about the quality of support given in the job
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APPRAISING EFFECTIVELY
Provide training in small, regular dosses rather than one long
course
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APPRAISING EFFECTIVELY
Follow up on any courses to check their quality and staff responses
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APPRAISING EFFECTIVELY
Give staff chances to use and increase
their expertise
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APPRAISING EFFECTIVELY
Sit in on training courses to ensure the quality is high
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EVALUATING EACH JOB
Regard grading and similar systems with
caution - not as scared
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EVALUATING EACH JOB
Pay your staff members for
responsibility and contribution, not for seniority and status
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EVALUATING EACH JOB
Do not allow job specifications to be
perceived as “straitjackets”
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EVALUATING EACH JOB
Ensure that jobs offer a wide range of stimulation and
variation
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EVALUATING EACH JOB
Get the money right, or
everything else could easily go
wrong
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EVALUATING EACH JOB
Watch costs of fringe benefits - unwatched, they
tend to soar
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EVALUATING EACH JOB
If you are the highest payer, be sure to get the
highest results
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ENRICHING JOBS
Delegate whole tasks to improve
efficiency and motivation
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ENRICHING JOBS
Give staff every opportunity to use
newly acquired skills once training has
finished
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ENRICHING JOBS
When an idea is accepted, let its creator
implement the suggestion
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EMPOWERING STAFF
Ensure your staff do not suffer
under externally imposed
limitations
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EMPOWERING STAFF
Find out about a job from the
person doing it
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BUILDING CAREERS
Find an assignment for anyone who has not had one in the
past year
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BUILDING CAREERS
Encourage your staff to enrol for
regular training it will pave the way to
future success
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BUILDING CAREERS
Do not underuse people - it causes
them as much stress as overuse
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BUILDING CAREERS
Utilize as many of each person’s
skills as possible
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RECOGNIZING EXCELLENCE
Seek early chances to promote able,
younger members of your staff
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RECOGNIZING EXCELLENCE Use monetary
rewards as flexibly as possible to get the
most of their motivational value
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RECOGNIZING EXCELLENCE
Use taskforces to develop your best
people
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MOTIVATING THROUGH CHANGE Take every chance
to preach quality and practise
improvement
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MOTIVATING THROUGH CHANGE Make one major
change, while also going for many small
ones
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MOTIVATING THROUGH CHANGE
Ensure that all staff
members are involved in quality
improving schemes
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Make sure that the
rewards you give are the icing - not the
cake
REWARDING EXCEPTIONAL
PERFORMANCE
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REWARDING EXCEPTIONAL
PERFORMANCE
Look first at those rewards that do not
cost anything to supply
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REWARDING EXCEPTIONAL
PERFORMANCE
Make contests for non-financial
rewards as much fun as possible
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REWARDING EXCEPTIONAL
PERFORMANCE
Do not let sliding-scale cash rewards become a source of
demotivation
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REWARDING EXCEPTIONAL
PERFORMANCE
Give performance related rewards,
not just pay rises, where possible
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REWARDING EXCEPTIONAL
PERFORMANCE Use certificates
and engraved presents as
reminders of high achievement
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KEEPING MOTIVATION
HIGH Change your own
working methods if it will improve staff
motivation
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KEEPING MOTIVATION
HIGH Check on morale
levels by talking to members of staff on
a regular basis
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THANK YOU !
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