| Employee motivation is essential for a highly productive | | | | anything right. Other managers only give out positive |
| organization. The challenge today is that a lot of | | | | feedback which is great, but if you never offer any |
| managers want to know how to motivate their | | | | constructive feedback for their improvement they will |
| employees. A better question however, is "How do I | | | | begin to distrust you. Employee motivation is fueled in |
| create a climate that is motivational for my | | | | part by knowing where we are and where we have |
| employees?" Here are five simple tips that help to | | | | to go. Give regular feedback. |
| create an inspiring work culture and increase employee | | | | 4. Help people grow |
| motivation. | | | | Everybody wants to grow and develop. In today's |
| 1. Arrive at work in a good mood | | | | world employees know they have to become more |
| Managers have to understand that their mood weighs | | | | and more valuable in order to stay competitive. In fact |
| far more than anyone else's on the team. When an | | | | one of the elements people most want from their job |
| employee is in a bad mood most of the team will | | | | is a chance to grow and develop. If you can find ways |
| dismiss it. When the manager is in a bad mood | | | | to provide ongoing development for your people it will |
| everybody notices. When managers arrive at work | | | | help boost their motivation. It does not have to be big, |
| frustrated, stressed, and in a stormy mood, it will erode | | | | but they have to see tangible efforts being made to |
| employee motivation. So when you come to work, | | | | help them grow. |
| make a decision before you open that door to arrive in | | | | 5. Give people choice |
| good spirits, full of optimism, and ready to go. | | | | An integral part of intrinsic motivation is autonomy. |
| 2. Make sure people know what you expect | | | | When people feel autonomous, they feel they are in |
| Ambiguity can stifle employee motivation. When | | | | control of their own destinies. In a work setting this is |
| employees know exactly where you are going as a | | | | demonstrated when people have choice in how to do |
| team, and when they know exactly what is expected | | | | their job. When you micromanage an employee they |
| of them, they will require less direction and prodding | | | | feel like they have very little choice. This kills employee |
| from you. Make sure your staff is clear about | | | | motivation because they feel more like a prisoner than |
| expectations, and are constantly reminded of the vision | | | | a trusted part of the team. |
| and goals of the company. | | | | Employee motivation has many facets but the |
| 3. Provide regular feedback | | | | manager who learns to apply some of these principles |
| People want to know how they are doing. It is | | | | can go a long way in creating a motivating work |
| important for a manager to provide ongoing feedback | | | | environment. Remember, it's not so much how you |
| for their staff. This covers both positive feedback, and | | | | motivate a person, as it is how you create a |
| constructive criticism. Some managers only give | | | | motivational environment where your employees will |
| feedback when something is wrong. This will lead to a | | | | motivate themselves. |
| staff that wonders when and if they are doing | | | | |