| div id="body"> | | | | down at a table and say: "So, how are things going in |
| Managers often ask, usually with exasperation, "How | | | | your area?" While you may hear some groaning, you |
| can I keep my employees motivated? I pay them | | | | will also hear about frustrations that are hindering |
| decently. What else is there?" | | | | performance. Listen, acknowledge and then do |
| Offering competitive salaries is certainly important. But | | | | something about these glitches. Acting on problems |
| a paycheck is what helps people get to sleep at night, | | | | goes a long way. |
| not what gets them going in the morning. | | | | Follow-through. |
| What keeps them committed to come in on the | | | | Effective managers remember the promises they |
| weekend or stay late or go that extra mile is more | | | | make, take the appropriate course of action, and let |
| than money - it's the day-to-day 'stuff' like respect, | | | | their staff know what's been done. If you tell Mary that |
| fairness, recognition and feeling in control of their small | | | | you are going to check on something for her, do it. |
| piece of the world. Here are 10 powerful ways to gain | | | | And if you don't intend to do something, never say you |
| employee's cooperation and commitment to the team, | | | | will. Your credibility will go down each time people's |
| department or organization. | | | | expectations are unmet. |
| Don't play favorites. | | | | Encourage a verbal suggestion box. |
| People make judgments about what they see in the | | | | Ask everyone to come to the next meeting with two |
| workplace. Are promotions fair? Is low performance | | | | questions or two improvement ideas. This opens up |
| dealt with quickly? Is their equal treatment for the top | | | | two-way communication real quickly. Listen intently, |
| floor as well as the shop floor? If the answer is no in | | | | clarify and then follow-up each question or idea. If you |
| their eyes (regardless of the 'truth' of the matter - it's | | | | maximize employee input, you will get a more |
| their perspective) then this perceived unfairness will | | | | productive and committed workforce. |
| stand in the way of their giving of themselves fully to | | | | Communicate the good, the bad, and even the so, so. |
| the job or project. | | | | When you're on an airplane and it encounters |
| Share the limelight. | | | | turbulence or the flight is delayed, you want to know |
| When credit and compliments come your way, spread | | | | what's going on. Not knowing makes you nervous. |
| them around to all who helped. And if you think you're | | | | Employees also want to know what's going - what's |
| solely responsible for that honored achievement, think | | | | causing the bumpy ride. If people don't understand, |
| again. | | | | anxiety mounts, trust declines, rumors fly and |
| Don't kill the messenger. | | | | motivation is shot to heck. The next thing you see is |
| When things go wrong, resist the urge to throw a | | | | morale plummeting and work not getting done. |
| temper tantrum, point fingers or assign blame. In most | | | | Catch people doing something right. |
| cases, it's the system - the processes, procedures and | | | | Sincere appreciation is powerful stuff - it's feedback, |
| policies- that usually fails, not the people. Most times, | | | | recognition, and respect all wrapped in one. If the little |
| people are just carrying out their job the way it was | | | | things are done right, then big results will follow. There |
| set up to be done. So fix the system, not blame the | | | | are ways to say thanks, great job or way to go |
| people. | | | | without breaking the bank. |
| Meet them on their turf. | | | | Use two powerful words- Thank You. |
| While you may be more comfortable meeting with | | | | You would be surprised how many people feel that |
| staff in your office, it's more valuable to meet | | | | are not appreciated because they rarely hear a 'thank |
| occasionally where they are located. Leadership is not | | | | you' from customers, co-workers, or their manager. |
| about your comfort, but that of your people. The | | | | Saying thanks has become a lost art in the frenetic |
| symbolic value of seeing you mingling with the troops | | | | world of '24/7.' It's a morale booster that costs nothing |
| improves trust. General Patton used this effectively | | | | but goes a long way in helping people put forth more |
| and won many a battle by the loyalty his troops had | | | | effort. |
| for him. | | | | Clearly managers today play a critical role in not only |
| Break bread together. | | | | motivating but retaining valuable employees. If |
| Have an informal breakfast or lunch once a month | | | | someone is riding in a canoe, but feels being taken for |
| with a group of workers to find out what's on their | | | | granted, he can't be counted on to paddle with all heart. |
| mind. Or grab something at the cafeteria, plop yourself | | | | |