Increase Employee Motivation in 2012
Is employee motivation on your list of resolutions for 2012? If not, it should be.
While new year projections can be unreliable, this year is likely to follow suit with 2011, remaining a competitive environment for top talent. That means employee engagement and retention will be more important than ever.
How can you bring new vim and vigor to your employee motivation? The expert insights below will provide inspiration.
All the best for a successful 2012!
Connie Blaszczyk, Managing Editor, Resource Center
Of all the events that contribute to poor inner work life, having setbacks (being blocked or stalled in the work) is by far the most prominent. Even worse, the negative effect of setbacks is two to three times stronger than the positive effect of progress. Yet setbacks are inevitable in complex and difficult work.
When someone does have a setback, don’t view it as a failure and, above all, don’t punish it. Rather, view it as a natural part of doing hard work. Then help people extract value from it; ask what was learned that can help the team move forward.
The above excerpt above is from Increasing Joy and Employee Engagement by Teresa Amabile and Steven Kramer, co-authors of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Review Press, 2011.)
Peyton Manning has one of the best offensive lines in the business, and that enables him to take the time he needs to make decisions in a fast-paced game.
He has reached the pinnacle of success in his career and will be the first to tell anyone that he attributes much of his success to his team and the players standing in front of him and blocking.
So what does Peyton Manning do? He buys expensive watches, custom suits, and various other gifts for his offensive linemen as a way to show his appreciation.
Peyton may get much of the credit for his accomplishments, but without his team and an offensive line that works hard for him, he would not be able even to complete a pass. And in 2010, Manning was the least sacked quarterback in the entire NFL, so his team is certainly holding up their end of the bargain.
The best leaders ensure that credit for success is spread as widely as possible throughout the company.
The above excerpt is taken from Team Leadership: Take a Cue from Peyton Manning by Molly Fletcher, author of The Business of Being the Best: Inside the World of Go-Getters and Game Changers (Wiley, 2012.)
Many organizations put tons of effort into promoting the good news about their company to the outside world in an effort to attract and keep investors. But they neglect their internal customers — their workers.
I’ve seen customers try to strike up conversations with cashiers about a piece of news they read about the industry or even the specific company the cashier works for, only to have the cashier give them a deer-in-the-headlights look.
Take it upon yourself to make your frontline staff feel like an important cog in the wheel of your operation by keeping them informed.
At 24 years old, I was promoted to the position of sales manager for one reason: I was a really good salesman, which is probably the worst reason to make someone a sales manager.
I was your typical top producing salesperson-turned sales manager and I was awful at the job. I had no patience for anyone whose production did not approach mine. I had this horrible need to be involved in everyone’s business and every decision, no matter how small. I was convinced I could do everybody else’s job better than they could, which might have been true if I wasn’t trying to do them all at the same time. It was a disaster.
Moral of the story; STOP TOUCHING EVERYTHING!!! You hired these people, let them do their jobs. If you don’t think they can do it, show them how to do it better. If you made a hiring mistake, get rid of them; otherwise get the hell out of the way.
The above excerpt is taken from Employee Motivation: Create Self-Motivated High Achievers by Warren Greshes, author of The Best Damn Management Book Ever: 9 Keys to Creating Self-Motivated High Achievers (Wiley, 2011.)