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Motivating Others. Motivating Ourselves. Agenda. Defining Motivation Creating the Culture Of Motivation Role of Open Communication Compensation Fixing People The Consequences of Behaviors Ten Employee “Types” & How To Deal With Them Motivating Our Customers Motivators To Remember

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motivating others

Motivating Others

Motivating Ourselves

  • Defining Motivation
  • Creating the Culture Of Motivation
  • Role of Open Communication
  • Compensation
  • Fixing People
  • The Consequences of Behaviors
  • Ten Employee “Types” & How To Deal With Them
  • Motivating Our Customers
  • Motivators To Remember
  • Discussion
motivation is hard to define
Motivation Is Hard to Define
  • What motivation looks like:
    • Everyone has a commitment to results and takes responsibility for their actions
    • Open communication – no hidden agendas; information is shared, not hoarded or withheld
    • Low employee turnover – motivated employees are loyal
    • Creativity and ingenuity – especially in solving problems – everyone becomes part of the solution, not part of the problem
    • Collaboration – teamwork vs. a group of individuals
    • Excellent customer service – internally and externally
what motivation isn t
What Motivation Isn’t
  • Motivation myths:
    • Everyone is in agreement
      • Does not require a uniform point of view
    • Motivated employees love to work overtime
      • Sign of problems with staffing or time management
    • Employees who are motivated don’t need much input from management
      • Really the opposite. Input and feedback are necessary for motivation.
      • Recognition and rewards for performance increases motivation
    • A formal plan for motivation is unnecessary
      • Haphazard efforts will yield haphazard results
    • Money motivates best
      • Top 5 motivators:
        • Management interest/compassion/flexibility
        • The ability to make a contribution/difference;
        • Compensation
        • Acknowledgement
        • Non-monetary perks
how do you measure up
How Do You Measure Up?
  • Do you foster a positive work environment?
    • Staff should build each other up, not tear each other down.
      • Are gossip & rumor S.O.P.?
      • Is criticism fair and constructive?
      • Are standards applied evenly?
      • Do you demonstrate that you care about the individual & promote work/life balance?
      • Is trust the norm?
management assumptions
Management Assumptions
  • “The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?
      • The assumptions management holds about controlling its human resources determines the whole character of the enterprise.”

Douglas McGregor The Human Side of Enterprise

management assumptions1
Management Assumptions
  • Do you believe:
    • 1. The average person, would prefer not to work than to work?
      • That managers and organizations must control, direct, and ensure adequate effort from the average person?
      • The average employee prefers direction and seeks security above all else in a job?
      • The average employee holds no internal ambition or need for greatness?
management assumptions2
Management Assumptions
  • Or, do you believe:
    • 2. For the average person, work is as natural and desired as rest or play
    • Most people will exercise self-control, display self-initiative, and actively seek responsibility when they feel committed to a set of objectives
    • Commitment comes primarily not from fear but from rewards, especially intangible rewards like the feeling of achievement and self-actualization
    • The average person has significant untapped capacity for creativity and ingenuity.
management assumptions3
Management Assumptions
  • The challenge lies not in motivating people, but in building an environment where motivated people are willing to make a maximum contribution.
    • Perhaps a first step is to analyze the policies and procedures of our organizations. They speak volumes regarding our assumptions about people.”

Editor’s note, Maslow On Management

how do you measure up1
How Do You Measure Up?
  • Do your actions speak louder than your words?
  • Are the lines of communication open?
  • Do you recognize and reward your employees?
  • Do you encourage teamwork?
  • Do you play to people’s strengths or weaknesses?
  • How motivated are you?
motivating others begins with motivating yourself
Motivating Others Begins With Motivating Yourself
  • As a leader, you set the tone – others follow your lead
    • If you are having a bad day and snap at someone else, they won’t be in such a good mood, and may take out their frustration on someone else, and so on, and so on… called “passing the sting”
  • Choose your attitude carefully!
choose my attitude
Choose My Attitude?
  • Your attitude and your behavior are the only things you have total control over.
    • Q. What if I’m having a bad day?
    • A. Fake it!
      • Leave your problems at the door
      • Often by consciously modeling a desired feeling, the feeling becomes real
        • Want to be happy? Laugh out loud. Smile.
        • Need to be upbeat for a meeting? Take a few minutes beforehand and give yourself a pep talk
        • Feeling negative about the job? Take a few minutes and list all the good things about it. List all the things that could be worse (count your blessings)
tips for staying upbeat
Tips For Staying Upbeat
  • Laugh it up – humor relieves tension
    • Search for an appropriate “Joke of the Day”
  • Be cooperative and approachable
    • Honor deadlines, provide your expertise to help others, deliver top-quality work, be responsive to others needs
  • Practice open communication
    • Ask questions instead of making statements
    • Regular communication keeps many problems from occurring in the first place
  • Stay calm – action, not reaction is required
    • Take a deep breath – think before you speak
tips for staying upbeat1
Tips For Staying Upbeat
  • Be part of the solution – don’t identify problems, look for solutions (look out for ramifications also)
    • Keep an open door policy – IF they also bring one or two possible solutions to the table (it works with your kids too!)
tips for staying upbeat2
Tips For Staying Upbeat
  • Choose your friends
    • Just as enthusiasm is contagious, so is negativity – avoid “poison people” – those who’s presence brings you down
  • Keep it to yourself
    • Bad day? Take some alone time or work alone. Don’t do or say something you’ll regret later
    • If you share your problems you run the risk of being seen as a whiner
      • 80% of the listeners don’t care – they’ve got problems of their own
      • The other 20% are glad you’ve got problems – makes them feel better about their situation
tips for staying upbeat3
Tips For Staying Upbeat
  • Spread good news
    • Share good things with others and praise those responsible
    • Recognizing achievements will make you and those around you feel good
are your words actions in sync
Are Your Words & Actions In Sync?
  • Do you limit your lunch to 30 min.?
  • Do you come to work on days you don’t “feel” like it?
  • Do you offer to assist others?
  • When is the last time you thanked someone for doing their job?
  • Do you watch your language?
  • Are you part of the team?
what motivates whom
What Motivates Whom?
  • Remember: what motivates you doesn’t always motivate your staff
    • The motivation button will be different for each individual
      • Your task is to discover and push the button for each individual - repeatedly
corporate culture or workplace personality
“Corporate Culture” or “Workplace Personality”
  • Does your workplace
    • Involve employees in the decision making process?
    • Encourage employee suggestions and/or innovations?
    • Allow employees to make independent decisions?
  • Or
    • Is it more top-down management – a few people make the decisions?
    • Do people have to check their ideas with someone before trying something new?
corporate culture or workplace personality1
“Corporate Culture” or “Workplace Personality”
  • Do you communicate face to face?
  • Do you encourage participation, openness & honesty in team meetings?
  • Or do you communicate via notes?
  • Do you prefer meetings to be silent?
  • Do you have regular team meetings?
corporate culture or workplace personality2
“Corporate Culture” or “Workplace Personality”
  • Are people kind to each other?
  • Is there a spirit of camaraderie and collaboration?
  • Or do people talk behind one another’s back, gossip etc.
  • Is separation by job titles encouraged?
a positive corporate culture
A Positive Corporate Culture
  • Listens to employees and genuinely cares about them. Realizes that all employees have the capacity to contribute valuable ideas.
  • Makes sure that employees see how they fit into the big picture and know that they matter
  • Trusts employees to do their jobs to the best of their abilities
  • Gives employees the real picture not corporate-speak from management
  • Doesn’t compromise quality for quantity
  • Has a participatory management style
  • Offers opportunities for lifelong learning
  • Are the lines of communication open?
    • Top down?
    • Bottom up?
    • Do you actively listen?
      • Undistracted?
      • Not interrupting?
      • Take notes?
      • Not sequential monologues? (You thinking about what you want to say rather than listening)
    • Do you act on suggestions
      • Is there a suggestion program?
        • Rewards for suggestions that are used?
        • Behavior rewarded is behavior repeated
fielding complaints
Fielding Complaints
  • From employees
    • Listen
      • Between their words
      • Something else may be the root problem
    • Make sure the employee sees the big picture
    • Ask for suggested solutions
      • Provide parameters for the suggested solutions
    • Seek compromise
    • Solicit regular feedback to forestall “problems”
encouraging creativity
Encouraging Creativity
  • Encourage others to speak their mind
  • Don’t allow interruptions during pauses
  • Encourage questions
  • Ask “what if” questions to encourage employees to think through their suggestions
  • Don’t dismiss an idea without discussion
  • Argue both sides of an issue
  • Have patience
  • Challenge the status quo
  • Carry a notebook to jot down suggestions
  • Brainstorm regularly
employee recognition
Cheap rewards

Long lunch

Day off

Movie tickets

Party pot-luck

Letter of appreciation

Employee of the month parking spot

Logo t-shirts/hats

Dinner gift-certificates

Merit pay & performance bonuses

Recognition programs

Employee of the month/quarter/year

Most improved

Best suggestion of the month/quarter/year

Behavior that is rewarded (meaningfully) will be repeated – individual or team

Annual bar-b-q

Employee Recognition
fixing people
Fixing People
  • Rather than trying focusing on people’s shortcomings and searching for solutions, discover what they excel at, and allow them to succeed
    • Focusing on weaknesses demoralizes people
    • Fix the process, not the people
    • Focus on the future, not the past
behavioral consequences
Behavioral Consequences
  • Don’t reward negative behavior
    • “Joe” doesn’t like to do this task, and so, doesn’t do it well. So I won’t assign him to it.
  • Don’t punish good behavior
    • “Mary” always does whatever is asked. She does it well, timely and cheerfully. Therefore I’ll call her first every time there is something extra to do.
ten employee types
Ten Employee Types
  • The social butterfly – does more visiting than working
    • Explain how they are not only not getting their work done, they are holding up others and thereby throwing the whole team off. They obviously don’t have enough work to keep them occupied, so give them extra assignments
  • The underachiever – could do more, and sometimes does
    • Find out what sparks them and play to their talents
ten employee types1
Ten Employee Types
  • The know-it-all – been there done that
    • Recognize their abundant knowledge while encouraging them to be team players. Give them a role in the training program and team meetings, ask them to take the new guy under their wing
  • The why-can’t-I-be-promoted-now employee
    • Ask them to research the position they want. Discuss whether their current skills match the positions requirements. Prompt them to get further training and earn the position
ten employee types2
Ten Employee Types
  • The glass-is-half-empty employee – some people will complain if they win the lottery and get paid in old bills
    • Meet with them to discuss their behavior.
      • Give them examples of how they are sabotaging the team’s morale.
      • Discuss how their views may be more negative than realistic.
      • Acknowledge their accuracy when they offer an accurate assessment of a situation.
      • Be an example – your attitude can influence theirs.
ten employee types3
Ten Employee Types
  • The blamer
    • Keep them so busy, they don’t have time to think about perceived slights.
      • If they blame faulty equipment, put them in charge of making a weekly inspection of the equipment to make sure its running…
  • The leisurely or lethargic worker – no sense of time
    • Explain the necessity for promptness.
    • Give concrete deadlines.
    • Follow through with disciplinary measures if chronically late.
ten employee types4
Ten Employee Types
  • The natural born leader – constantly taking charge
    • Take advantage of them. Assign them supervisory duties, project coordination, etc.
    • Ask them to assist training new employees.
  • The insecure employee – is this ok?
    • Provide lots of positive feedback.
      • When they come to you with a question or to seek approval for a procedure lead them with questions into realizing they already knew the answer.
    • High maintenance, but often very rewarding to see growth
ten employee types5
Ten Employee Types
  • The innovative and impulsive employee
    • Makes decisions and choices without thinking them through.
      • Embrace their enthusiasm while reminding them of the need for careful reasoning.
      • Give plenty of variety in assignments, these individuals are often bored.
      • Give them the high-stress assignments, they often thrive on deadlines.
motivating our customers
Motivating Our Customers
  • We have customers?
  • This is a marketplace economy – you are a service provider
    • The building’s occupants are your customers
    • Out-source programs and other buildings’ in-house staffs are your competition
moving beyond service
Moving Beyond Service
  • Develop a core of true believers
    • Use word-of mouth advertising
      • By providing a level of service that gets to the level of astonishing your customers
        • Something that sets you apart from your competition – beyond service
        • Provide VALUE, not just service
        • Beware of self-limiting “rules”
          • “If the trash can isn’t within 3 feet of the door, we won’t empty it.”
why motivate our customers
Why Motivate Our Customers?
  • They are the ones who will protest out-sourcing
  • They are the ones who can make your life miserable
  • They are the ones that can do little things to make you more productive
astonish them
Astonish Them!
  • Discover their hobbies and feed them articles
  • Remember their birthdays
  • Send them thank-you cards; get well cards; holiday cards
  • Establish a reward program for them
    • Easiest room to clean…
astonish them1
Astonish Them!
  • Find their “buttons” and push them
  • Ask them what would make a difference for them – and do it!
    • Commit to it and follow through
  • They are people too, often doing a thankless job – find ways to say thank-you
astonish them2
Astonish Them!
  • Complaints are feedback. Treat complaints as opportunities to improve service
    • To fix procedures
    • To streamline operations
    • To provide better service
  • Read between the lines, and each of your customers will tell you what they want. Give it to them, and they will be loyal to your team
  • Chronic complainers may just need a little more attention
    • Give it to them! They often become your greatest allies
motivators to remember
Motivators To Remember
  • Encourage participation by setting goals and determining how to reach them
  • Keep team members aware if how their job relates to others
  • Provide the tools and training necessary to succeed
  • Provide good, safe working conditions
  • Give clear directions that are easily understood and accepted
  • Know people’s abilities and give them assignments based on their ability to handle those assignments (outside the norm)
  • Allow team members to make decisions related to their jobs
  • Be accessible – listen actively and empathetically
  • Give credit and praise for a job well done
motivators to remember1
Motivators To Remember
  • Give prompt and direct answers to questions
  • Treat team members fairly and with respect and consideration
  • Help out with work problems
  • Encourage employees to acquire additional knowledge and skills
  • Show interest and concern for people as individuals
  • Learn employees’ M.O.’S and deal with them accordingly
  • Make each person an integral part of the team
  • Keep people challenged and excited by their work
  • Solicit and use team members suggestions
what about
What About…
  • People who don’t “need” to be motivated?
    • They come to work
    • They do their job
    • They never complain
    • They never get complaints
    • They do what is asked
    • They do quality work
  • Give them some motivation and see what happens…
  • What are un-motivating factors in your workplace?
  • Which is your most challenging employee type? (No names)
  • What strategies are working for you?
  • What strategies have not worked for you?
  • What are you going to try?
think about it
Think About It…
  • Lou Holtz (former football coach at Notre Dame and current motivational speaker) said,
    • "Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it."
    • And, "Motivation is simple. You eliminate those who are not motivated."
motivating others1

Motivating Others

Are there any


  • (T / F) You, as the leader, set the tone for your staff every day.
  • (T / F) A person’s motivation changes every day.
  • (T / F) It is your responsibility, as a leader, to find out what motivates each and every member of your staff, and to provide it for them insofar as is possible.
  • (T / F) Your customers need motivating too.
  • (T / F) Once a person seems to be motivated to improve their performance, you can leave them alone and go on to something else.
  • (T / F) Listening to an employee is a motivational exercise.
  • (T / F) Almost anything can be a motivational activity – depending on your attitude.
  • (T / F) Incentive programs will not motivate a staff to better productivity.
  • (T / F) Motivation of your staff is an ongoing process that is influenced by the workplace culture that your organization creates.
  • (T / F) A motivated staff always agrees on the best course of action.
  • (T) You, as the leader, set the tone for your staff every day.
  • (T) A person’s motivation changes every day.
  • (T) It is your responsibility, as a leader, to find out what motivates each and every member of your staff, and to provide it for them insofar as is possible.
  • (T) Your customers need motivating too.
  • (F) Once a person seems to be motivated to improve their performance, you can leave them alone and go on to something else.
  • (T) Listening to an employee is a motivational exercise.
  • (T) Almost anything can be a motivational activity – depending on your attitude.
  • (T) An incentive program may not motivate a staff to better productivity.
  • (T) Motivation of your staff is an ongoing process that is influenced by the workplace culture that your organization creates.
  • (F) A motivated staff always agrees on the best course of action.
motivating others2

Motivating Others

Thank you for your participation


Maddux, Robert B., Team Building; An Exercise In Leadership, Crisp Publications, Inc.; CA 1986

Maslow, Abraham H., Maslow On Management, John Wiley & Sons, Inc.; NY 1998

Pell, Arthur R., The Complete Idiot’s Guide To Managing People, Simon & Schuster Macmillan Co.; NY 1999

Sharma, Robin S., Seven Steps To A Stronger Team, www.robinsharma,com; 2001

Messmer, Max, Motivating Employees for Dummies, Hungry Minds, Inc.; NY 2001