| Motivation is a huge value to create in the employees | | | | This disregard for the truth makes managing much |
| who work with you and when it's in place, a | | | | more challenging, yet many managers simply do not |
| momentum develops where almost anything is | | | | have the common sense to pay it their best attention, |
| possible. | | | | often in an arrogant and dismissive manner. |
| The focus for creating motivated employees needs to | | | | Managers also fall into the trap of assuming that the |
| start from a humble place. It's not possible to build | | | | employees who support their team are effectively |
| motivation when there are gaps in the core | | | | delivering these basics too - so often employee |
| expectations of your people. | | | | relationships are not regarded anything like so highly by |
| While many managers do a great job to set employee | | | | minor administrative employees. |
| standards, there are pitfalls in assuming that what your | | | | Here are fifteen items (there are probably a few more |
| people expect as basic requirements. Indeed many | | | | too!), that good managers check and recheck, on a |
| managers think they are delivering what their people | | | | personal basis, to ensure the core is present, even |
| want, simply because nothing is said that would make | | | | before they start thinking of other ways to motivate |
| them think differently. | | | | their team to the next level. |
| This raises a challenging issue for managers. How do | | | | 1. I am paid accurately and on time |
| they really know that their people are happy enough | | | | 2. I have the right temperature to work at |
| with the basics that their employment provides? | | | | 3. I get all my breaks |
| There's an easy solution which most managers fail to | | | | 4. I get all my vacation time |
| appreciate - let alone implement - with the people in | | | | 5. I get to leave work when I expect to |
| their team. Asking them about their satisfaction levels, | | | | 6. I always have all the resources I need |
| on a one-to-one basis, is a simple tool which managers | | | | 7. My manager speaks to me at least once every day |
| so often feel is beneath them, so they don't bother. | | | | 8. My good work is recognized, even in a small way |
| So often in the corporate world, the fall-back mechanic | | | | 9. I have development opportunities if I want them |
| is the annual 'Employee Satisfaction Survey', a usually | | | | 10. I am treated with respect and my voice is heard |
| sterile document which line managers are mandated to | | | | 11. My manager recognizes specific challenge there are |
| have completed (often targeted by % completion too!). | | | | to do my job well |
| Once done, the organization carefully massages the | | | | 12. My manager listens to me, making me the priority |
| numbers to make their workplace a slightly better | | | | 13. My manager knows my name (and gets it right) |
| place each year, without addressing - or even asking | | | | 14. I can express frustrations to my manager |
| about - those minor issues which are the ones that | | | | 15. If I need corporate workwear, it is always available |
| cause so much irritation at the sharp end. | | | | for me |
| When core needs aren't met, motivating a team will be | | | | Where managers get these employee basics right - all |
| all the more difficult, so what exactly are 'core needs'? | | | | the time - they will be well ahead of the curve in |
| Well, this list might have most managers crying out that | | | | whatever industry they are in. |
| they already do all of this. An easy mistake to make. | | | | Then - and only then - can they call in the way they |
| For what happens is that a manager puts into place | | | | treat their people well, to move upwards to the level |
| processes that are supposed to deliver - and often fail | | | | where motivational activities will drive super success in |
| to do so. | | | | their business too. |