Posts Tagged ‘Goals’

How to motivate others

Thursday, November 6th, 2008

How to motivate others

Source: http://humanlinks.com/manres/articles/motivate_others.htm
www.thehumanmatrix.net

Motivation generates success. Therefore we pay attention to motivation. If you are in a leadership role as a manager, chances are you are preoccupied with how to motivate others. We talk about motivation. We read about motivation. Most of us remember salient points about motivational theories. But are we motivated to do anything about it? What can we do? Can we motivate others? The answer seems to be that we cannot motivate others, but we can create conditions for people to motivate themselves.

This practical guide explains six easy-to-use principles for motivating others and contains three tables with specific advice for EVERYONE ELSE.

MOTIVATION COMES FROM WITHIN

The most important thing to keep in mind about motivation is that we cannot motivate others. Motivation comes from within-people motivate themselves. The only thing a supervisor, a manager, or anybody else can do is to create the conditions for people to motivate themselves.

SIX PRINCIPLES FOR MOTIVATING OTHERS

1. Positive thoughts motivate.

2. Enjoyment motivates.

3. Feeling important motivates.

4. Success motivates.

5. Personal benefits motivate.

6. Clarity motivates

What can everyone do to Create situations that Motivate?

PRINCIPLES OF MOTIVATION WHAT EVERYONE CAN DO TO MOTIVATE OTHERS

1. Positive thoughts motivate. Compliment people on their success.

2. Enjoyment motivates. Smile. Your enjoyment will be contagious. Demonstrate your pleasure

when people and the team succeed. Participate enthusiastically in social activities such as having coffee or lunch together.

3. Feeling important motivates. Ask people for their opinions. Listen intently to what they say. Consider their thoughts carefully. Give credit when you use someone else’s idea.

4. Success motivates. Set clear, reasonable goals for yourself and with others. When you attain

your goals, advertise your success. Compliment individuals on their contributions to the group.

5. Personal benefits motivate. Identify how you can personally gain from an activity. Keep these benefits in mind. Evaluate your level of success. If you don’t succeed, determine why- so you will know what to do to succeed next time.

6. Clarity motivates. Plan your messages, oral and written. Take time to ensure that you

communicate clearly. Check with others to ensure that they understand what you say.

PERSONALIZED MOTIVATION

Each of us has motivational hot spots. We need to keep this in mind while we try to create situations that motivate others. What motivates you or I may be different from what motivates someone else. Be careful. Don’t force your motivation preferences on someone else. The safest way is to include all six motivational elements in your undertakings. That way you will connect

with everyone’s motivational hot spots.

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Creating the best work culture

Thursday, November 6th, 2008

Creating the best work culture

By: Smith http://www.123oye.com

The work culture is the key to high performance.

More important, influencing the work culture is a manager’s best opportunity for creating high performance. “Culture” is a 24-hours-a-day training program that exists inside any organization.

It’s teaching and influencing all the time. Sometimes it’s teaching what we like it to teach and sometimes it’s not. It’s very difficult to “swim upstream” against the culture.

The best of all possible worlds is a consistent, positive, reinforcing culture–and good sales managers are discovering that the best way to leverage their efforts is to manage the culture. After more than 10 years of research, we’ve come up with five factors that are critical to creating and maintaining a high-performance work culture. Listed in order of importance, they are:

1. A Shared Sense Of Mission Or Purpose. it’s the culture equivalent to purpose. It answers the questions “What’s expected around here, what do we do, and why do we do it?” If the only answer that you have is “making money,” be prepared for your people to ask for as much as they can get for doing as little as they can. On the other hand, if you’ve taken the time to establish a mission–and especially if you’ve taken the time to involve your people in the process—that larger sense of mission will help people focus on achieving their part of the mission.

2. Clear And Attainable Goals. People perform best when they have specific goals. Goals that are reachable yet that stretch them. Don’t tell people what to do, or how to do it, but give them the map, the destination, and sometimes the general direction in which to start.

3. Frequent Objective feedback. People learn quickly and work well when they are told how they’re doing. Debrief and summarize every joint call you make. Don’t assume that people know how they’re doing or know what you think. Lead with positive information first, but always be honest, objective, and specific. Help your people learn from every selling experience.

4. Positive Rewards for Appropriate or Approximate Performance. Selling is like playing tennis: Very few people get it right the first time. Sincere, positive reinforcement (”You did that really well.” “You really understand this.” “You’re doing a great job.”) Helps people learn. Catch people doing something right, and tell them about it.

5. Timely Support And Help When Requested Or Needed. This is an issue of priorities for most sales managers. It’s deciding what your job is. Are you there to track numbers and quotas? Or are you there to support your people? Clearly, both jobs have to be done, but the job of Coach is the critical job in creating high-performance team.

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