Newspaper article THE JOURNAL RECORD

Using the Five Motivational Gems

Newspaper article THE JOURNAL RECORD

Using the Five Motivational Gems

Article excerpt

If you ever face the struggle to effectively motivate your staff in an environment of tight budgets, limited pay raises and layoffs, I've got some good news and some bad news.

Here's the good: most executives perceive dollars are the primary motivator for their employees. Usually, it's the quality of the job that counts the most. Think about your last pay raise -- at best it probably motivated you for a few days. Then look at all the people out there who are working in a job they love, even though the pay is not great.

If you are honest with your employees, if you give them praise and recognition for a job well done, if you help provide the tools for them to grow, if you continually foster a team spirit within your company, and if you show your employees that you support them, your workers should become zealously loyal, and most will remain with you through tough times. Let's look at the key points associated with each of these five gems: Honesty. Being honest with your employees means sharing your business performance and proceeds (whether good or bad) with them. Share meaningful bonuses (not hefty pay raises) during times of plenty, then workers will more readily accept belt-tightening during the lean times. Communicate significant achievements in a periodic company newsletter. If more difficult news must be closely held (lest it fall into the wrong hands), call a meeting and brief your staff on the situation. Always treat them with dignity and caring, rather than as mere means to an end. Recognition. Your employees crave recognition, so give it to them. Single out people for a job well done, and encourage more of the same. Company growth usually involves some failures interspersed among the successes. When your people try a new procedure that doesn't work, don't be too quick to apply blame; rather, encourage them to learn from the mistake and do better next time. Tools to grow. You must recognize that your employees don't work for you, you work for them. It's your job to see that they have the materials and equipment they need to get the job done. If they don't, it's your fault, not theirs. This philosophy extends beyond just hardware. …

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