Do "motivational techniques" really help?
Do "motivational techniques" really help?
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Greetings -- In last week's PVT, I mentioned that:
* A Gallup poll of more 1 million employed U.S. workers
concluded that a bad boss or supervisor is the Number 1 Reason
people quit their jobs. * Poorly managed work groups are on
average 50 percent less productive and 44 percent less
profitable than well-managed groups. * Common bad boss behaviors
include bullying, incompetence, harassment and discrimination,
inadequate compensation, not respecting leg'al rights, privacy
invasion. * A recent Monster Meter poll asked Monster members
which TV show most closely resembled their work environments.
39% Survivor, 37% The Office, 13% CSI, 11% The Apprentice. See
Monster article at
http://clicks.aweber.com/z/ct/?QT00OYRl.swkGMVF4IqOYA
I also talked about our Pampered Workforce.
Employees demand more m0ney ... "management" complies ... yet,
employees don't produce more. Why? Because employees feel
entitled to the increase at CURRENT PRODUCTIVITY.
Thus, employees produce the same or fewer results at higher
labor costs. Bottom line: Increased wages and fancy benefits
programs do not increase productivity!
Employees demand more m0ney and better benefits because of
conscious-level needs that lie deep in the unconscious mind,
which translates unconscious needs into consciously expressed
needs. To understand the role of baseline motivation in
workforce activities, we must distinguish between MOTIVATION and
MORALE.
However, you can't establish a motivated group by "working on"
morale. Further, you might find some unmotivated members within
a "high motivation/high morale" group...
Let's continue ...
================================================== Why is
"managing emotions" the most difficult part of management
technology? ==================================================
Until recently, "motivating people" was considered the only
technology for managing emotions. It was as if you could use
certain "motivational" techniques and get the desired results
the same way you can "clean-up" something like Inventory Control
or Order Entry or whatever.
But, little or no attention was paid to the subordinate's
unconscious mind. Classical "motivational" techniques, developed
and quantified over the years, only built a foundation for
enhancing positive self-perception.
But, let's start with what is likely to be in your employee's
mind concerning business...
================================================== Do your
employees have these typical views of "Business?"
==================================================
Most people in the U.S. have been "brainwashed" by media and
public (government) schools that are negative toward business
and business owners. ("Business just uses people, spoils natural
resources, rewards only the rich ...yada...yada... yada... ")
This brainwashing obscures the reasons why business is
important. To most people, business simply isn't important and
nev'er will be. So, we find scant employee loyalty and abundant
hostility.
Recognize that you can't conquer a lifetime's worth of
anti-business bias. Instead, take advantage of it by portraying
business as something everyone uses for personal gain, because
everyone does that anyway.
Therefore, when dealing with your manager or subordinates,
emphasize THEIR self-interest. Further, there is much you can do
to handle emotional relationships with your subordinates.
================================================== What is the
difference between MOTIVATION and MORALE -- and what difference
does it make? ==================================================
With respect to motivation and morale, you have four
possibilities:
1. HIGH Motivation/HIGH Morale Most desirable. High enthusiasm,
high achievement.
2. HIGH Motivation/LOW Morale Here you'll find highly motivated
people who don't feel part of a dynamic group. Maybe they feel
some group members are inferior. Maybe they feel that the group
is not cohesive. Maybe the group is scattered, like many sal.es
forces, making opportunities for developing high morale
impractical.
3. LOW Motivation/HIGH Morale This is a "country club"
environment where people enjoy the work climate but seldom
achieve goals. The manager might be low-key, permissive, or
popular, but little more. This work climate will eventually
decline because it provides no real sense of achievement.
Subordinates need much more than "county club treatment" to be
enthusiastic achievers.
4. LOW Motivation/LOW Morale A disaster!
Next week, I will discuss "hygiene factors" and "motivators" and
how proper usage can help you and your teams be more productive.
Here's a prelude:
When you apply a MOTIVATOR, it tends to "motivate people." If
you withdraw or nev'er apply the motivator, people tend to
become demotivated.
When you apply HYGIENE FACTORS, even robustly, you motivate no
one. But, if you don't apply them, their absence will demotivate.
So, you must apply hygiene factors - not to motivate, but to
avoid demotivation. To be continued in next week's PVT ...
Meanwhile ...
================================================== ...What do
industry giants like Disney, Microsoft, Intel, and American
Express have in common?
==================================================
They've all sought out the expertise of the "master of targeted
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What did you learn today that you found most beneficial?
How will you apply what you have learned at work?
Please email your comments to
http://clicks.aweber.com/z/ct/?RNVA8U4ICJkEAs_zjiGdjA
Best Regards,
Mike Hayden, Principal/Consultant Your partner in streamlining
business.
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