| If a workforce is motivated, success usually | | | | motivator initially precipitates motivation in others. |
| follows, which in turn inspires and further | | | | Done correctly it will create a visible energy, which |
| motivates the employees to yet further success. | | | | in turn drives staff forward. It can also become |
| Successful companies go into a self-perpetuating | | | | contagious as other staff members 'catch' the |
| motion that brings more and more success and | | | | appropriate, desired behaviour. |
| the associated rewards. | | | | Take that action today. The old mantra, 'I'll start |
| Take a few moments now to think about one or | | | | tomorrow' doesn't work. Tomorrow never comes |
| two of the successful companies you know of | | | | as it always refers to sometime in the future. |
| and consider whether what I say is correct. | | | | To motivate is too important to be left for the |
| Hopefully you agree that high motivation is | | | | unforeseeable future. Motivation is the most |
| inseparable from success. By taking a conscious | | | | important factor in the whole concept of |
| control of the level of employee motivation in | | | | effective, business management. It is worthy of |
| your company you are assisting your staff to | | | | substantial investment - general training is not |
| step outside of a comfort zone that may be | | | | enough. |
| condemning your company to stagnate through | | | | Whereas the type of personality your staff |
| procrastination. | | | | displays in the work environment may represent |
| I used to procrastinate a lot. I'm not so sure now! | | | | the way they behave, their level of motivation is |
| Motivation is connected to staff development and | | | | directly related to why they behave in that |
| learning in that it involves an intentional process to | | | | particular way. |
| bring about the desired outcomes. In other words | | | | Motivation is a state of mind that is influenced by |
| some action is required. | | | | our working environment and those people we |
| Ideally, you want your staff to be self-motivated, | | | | work with. The saying 'one bad apple will rot the |
| purposeful in their tasks, with the minimum of | | | | barrel' is as true in the work environment as it is |
| direct supervision. If you achieve this you will find | | | | in any other walk of life. One un-motivated |
| that motivation is something that will help you | | | | individual in an organisation is like a cancer that |
| through the inevitable difficult times all companies | | | | needs to be treated or cut out. |
| face on occasions. | | | | Staff who declare 'This is just the way I am. I |
| Motivation is predominately an extrinsic condition. | | | | can't change' are mistaken. They choose their |
| Your employees are beings that respond primarily | | | | behaviour and therefore they can be motivated |
| to some form of external stimuli usually from a | | | | to change such behaviour for the better. |
| motivator. At a basic level most managers | | | | Motivation is not a trait but a thought pattern. It is |
| choose the 'carrot or the stick' method. | | | | initially formed in the subconscious part of the |
| There are numerous rules connected to effective, | | | | brain and goes on to effect conscious thought. |
| motivational management. Too many to go into in | | | | The subconscious mind can be manipulated. |
| this short article but, by way of example, | | | | Correctly motivate such individuals and you will |
| managers must 'praise in public' and 'chastise in | | | | install an internal energy force that determines all |
| private'. | | | | aspects of their future behaviour at work and will |
| Get the level of motivation right and you will find | | | | impact on how they think, feel and interact with |
| it is the glue that holds the success of your | | | | other members of staff. This in turn will help |
| business together. It is a way of thinking that | | | | motivate those other members of staff. |
| needs to permeate the whole philosophy of the | | | | Motivation is the force that makes us behave in a |
| company on a day-to-day basis. Once again think | | | | particular way. Inspiration is what a motivator |
| about successful companies, picture their staff in | | | | provides to help an individual complete the |
| the work environment, and you will know what I | | | | necessary changes successfully. The method used |
| mean. | | | | to achieve such desired behaviour varies from |
| I know it's not easy - motivation is an extremely | | | | person to person but is often achieved in a 'safe' |
| complex concept. It is a science that has been | | | | group situation where an individual can come to |
| investigated and studied over the decades in | | | | terms with the fact that their behaviour is not |
| many ways by many people. Perhaps one of the | | | | ideal, thereby allowing non-confrontational change |
| better-known scientists to research this thing | | | | to take place. It can be, and often is, on a |
| called motivation is Abraham Maslow. | | | | subconscious level. |
| Carrying out research in the 1940s, Maslow | | | | Humour is also a useful tool to bring about |
| identified five levels of needs that drive and | | | | changes in a person's behaviour. It makes |
| motivate people's behaviour. They are: | | | | uncomfortable situations more comfortable. It |
| 1. Physiological needs (e.g. a sheltered place for | | | | allows individuals to laugh no matter how grim |
| work, a comfortable temperature, etc.), | | | | work becomes. It is such a nice feeling people will |
| 2. Safety needs (for job and personal security), | | | | pay money to others to make them laugh. That |
| 3. A sense of belonging (affection and identification | | | | could be useful, having your staff pay you for the |
| in a team), | | | | privilege of working at you company! Nice feeling |
| 4. The need for esteem (prestige, success and | | | | isn't it? |
| self-respect) | | | | Laughter is cathartic; in that it encourages an |
| 5. The last, and perhaps one of the most | | | | individual to purge their problems and painful |
| important where company success is involved, is | | | | emotions through the joy of laughter. |
| the need for self-actualisation. By this he refers to | | | | Motivate your staff by making them laugh. |
| the instinctual need of employees to make the | | | | Motivation is influenced by our personal |
| most of their abilities and to strive to be the best | | | | perceptions of a situation and strengthened by |
| they can. Your people want to be motivated they | | | | many other factors that create the inspiration to |
| may simply not know how to go about getting it! | | | | do, or not to do something. |
| Here's How You Can Help | | | | Most working environments have members of |
| You will motivate your staff if you help them | | | | staff referred to as the 'likeable rouge'. They |
| work toward fulfilling their potential at a level they | | | | normally achieve this title by being rebellious whilst |
| are capable of becoming. | | | | making others laugh. This can make them difficult |
| This is where the difficulty often lies for many | | | | to deal with, as they are usually popular with the |
| managers - if staff are not motivated enough | | | | majority of staff. Such characters can be |
| they may fail to reach their true potential. | | | | mind-trained to reduce their 'rouge' image whilst |
| Pushed too far beyond their capability and they | | | | retaining the 'likeable' benefits they bring through |
| become de-motivated and will often complain to | | | | creating laughter and fun in the work place. |
| others of bullying taking place at work. | | | | You may have noticed that different things also |
| Successful motivation is achieved when people | | | | motivate your staff at different times in their |
| perform well whilst still within their limitations. This | | | | lives. This is at the very heart of personal |
| is achieved when they are productive and appear | | | | effectiveness. When you are highly motivated |
| to do be doing so with relative ease. | | | | about what you are doing, you have great |
| Motivation is something that is an essential part of | | | | enthusiasm and energy, everything seems to be |
| your people's day-to-day lives. It provides the 'get | | | | much easier and you advance by leaps and |
| up and go' that helps them get out of bed in the | | | | bounds. Good managers are those who notice |
| morning and look forward to their day at work. | | | | slight undesired changes in a member of staff's |
| Yes you did read that right! | | | | behaviour and, where appropriate, offer help and |
| People can be conditioned to enjoy work and look | | | | understanding to assist them through what may |
| forward to helping you and your company | | | | be a particularly difficult time. |
| succeed. If members of your staff have a | | | | Help your staff through a problem and you will |
| negative attitude they need to be taught how to | | | | provide the motivation that allows an internal |
| acquire a positive one. People often need to be | | | | process to make them move toward a greater |
| motivated to adopt and then display a positive | | | | sense of satisfaction. Achieving satisfaction is a |
| attitude. | | | | goal-directed behaviour. |
| Motivation is an essential part of learning. Without | | | | In business, the most expensive asset you |
| the inspiration to implement improvement little will | | | | possess is your human resources. If your goal is |
| change. They need to be motivated to give them | | | | to achieve rapid and continuous success for your |
| an unswerving faith that they can succeed above | | | | company you need to invest in the motivation of |
| and beyond their own often-mundane | | | | your staff. Decide what it is you wish to achieve |
| expectations. | | | | and then initiate some action. Do it now as |
| The taking of some intended action by a | | | | tomorrow never comes! |