motivating people

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 COMMUNICATIO

N 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 COMMUNICATIO

N Be aware of office politics, and set an example by never

taking part yourself

CREATING A NO-BLAME CULTUREDo 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

THANK YOU !