Provide tangible evidence of your gratitude. Send a handwritten note thanking them for the extra effort on a large project. Certificates, gift cards, plaques, public recognition, another interesting project, and more responsibility are all ways to reward people. Even if you have only a tiny budget, you can do something to show your gratitude.
Challenge them. Start a friendly competition among teams or departments, ideally one in which everyone can win or learn something. Keep the competition among teams, not individuals, to prevent it from becoming too contentious.
Celebrate them. Inform them. Even after their contribution is complete, let them know how the project turned out. If you want to accomplish big things, you need cooperation from others. Motivating others will help bring your vision to life.
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There are many people who do not have the courage inside them to do what they want maybe because of fear of failure. You should adopt such an attitude towards your goals and work that it becomes an inspiration for people around you to do great things in their lives. Your positive attitude can prove really enthusiastic for fearful persons to develop an optimistic and productive attitude in the future.
All of us have some bad as well as some good qualities and most of us like to tell others about the negative side of their characters. This act is justified with the statement that this gives others a chance to improve these things but this is not the complete truth. Instead of this, tell others about their qualities, appreciate them and provide opportunities through which they can improve these good aspects even more. The realization of the positive side of the character will remarkably motivate people and improve their performance in every way.
Compare your answers to theirs. Recognize the differences between your impression of what you think is important to them and what they think is important to them. Then meet with each of your employees to discuss what they think are the most important motivational factors to them. Lastly, take some time alone to write down how you will modify your approaches with each employee to ensure their motivational factors are being met.
NOTE: This may seem like a "soft, touchy-feely exercise" to you. If it does, then talk to a peer or your boss about it. Much of what's important in management is based very much on "soft, touchy-feely exercises". Learn to become more comfortable with them. The place to start is to recognize their importance. For example, their jobs might be redesigned to be more fulfilling.
You might find more means to provide recognition, if that is important to them. You might develop a personnel policy that rewards employees with more family time, etc.
Employees are motivated more by your care and concern for them than by your attention to them. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative -- and it will be if not done sincerely. However, even if you sincerely want to get to know each of your employees, it may not happen unless you intentionally set aside time to be with each of them. Delegation includes conveying responsibility and authority to your employees so they can carry out certain tasks.
However, you leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a great deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivation in their jobs, as well. A critical lesson for new managers and supervisors is to learn to focus on employee behaviors, not on employee personalities.
Performance in the workplace should be based on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble legally, morally and interpersonally for focusing only on how you feel about your employees rather than on what you're seeing with your eyeballs. This helps to reinforce the notion that you highly prefer the behaviors that you're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the employee that you highly prefer that action.
Good performance management includes identifying goals, measures to indicate if the goals are being met or not, ongoing attention and feedback about measures toward the goals, and corrective actions to redirect activities back toward achieving the goals when necessary. Performance management can focus on organizations, groups, processes in the organization and employees.
SMARTER goals are: specific, measurable, acceptable, realistic, timely, extending of capabilities, and rewarding to those involved. Employees often feel strong fulfillment from realizing that they're actually making a difference. This realization often requires clear communication about organizational goals, employee progress toward those goals and celebration when the goals are met. This critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done".
This usually means identifying and solving problems. Experienced managers come to understand that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization.
Let employees hear customers proclaim the benefits of the efforts of the employee. For example, if the employee is working to keep internal computer systems running for other employees internal customers in the organization, then have other employees express their gratitude to the employee.
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