Understanding human motivation enables you to achieve results through people, while understanding team members and their behavior implies that you care about them and have their best interests at heart. Investing the time and effort required to understand human behavior and to motivate employees offers readily observable benefits:
• Reduction in personnel turnover
• Identification of effective motivational leadership methods
• Increase in employee productivity, creativity, and loyalty.
Human beings are complicated, and there are no simplistic rules for understanding their behavior. Certain principles, however, provide insight into why people behave in certain ways. One way of looking at human behavior is to see it as caused by needs and wants. and can be classified into four types that are called the Four P’s: protection, pleasure, profit, and pride.
The need for protection is expressed in the universal desire for a feeling of security, safety, and protection from danger, from confusion, from domination and loss of freedom, from pain and poor health, and from uncertainty. This need is also expressed in a desire for a feeling of freedom from all kinds of loss—including loss of status, reputation, time, money, or opportunity. In very practical terms, this need demands that team members perform at their best, yet feel free from the fear of losing their jobs at the whim of an unpredictable leader.
Pleasure reflects the need and desire for comfort, convenience, companionship of others, or participation in enjoyable activities. Pleasure also includes feelings of assurance and a sense of belonging. Receiving attention fulfills a pleasure need because we all want recognition and approval from others. A sense of achievement is also an important pleasure need; all of us want to feel that we are capable of accomplishing and completing worthwhile goals.
The desire for profit is seen in the concern for monetary gain, increased earnings, and other financial advantages. Some individuals are motivated more than others by the desire for profit, but nearly everyone has this need to some extent. Thrift and avoidance of waste are also expressions of the desire for profit.
A sense of pride is fostered by feelings of self-esteem as well as feelings of significance and respect from others. As you treat others in ways that make them feel good about themselves, you are meeting their need for pride. People want to feel respected, to enjoy equality with others, and to achieve prestige in groups they consider important.
Thursday, April 28, 2011
What is the best motivator?
All three basic approaches to motivation (fear, incentive, and attitude) have been available since the early beginnings of organized society. Both fear and incentive motivation have consistently proven to be temporary because they are external. Fear ceases to exist if the power to inflict punishment is gone. But it also ceases to motivate action if people find out they can live with the punishment, or if it is an empty threat. A team member who is careless about following established procedures learns that the only punishment is an angry reprimand; it may be easier to tune out the lecture than to follow the rules exactly. Fear is successful as a motivator only if the pressure is constant and power to punish is exercised.
Incentive motivation loses its power when the promised rewards are perceived either as unattainable or as unappealing. When employees consistently earn a promised reward over a period of time, that reward is expected. It no longer appears desirable enough to inspire extra effort. In fact, it is soon looked upon as a right instead of a special reward. Unfortunately, incentives must become progressively more impressive to continue to motivate. Both fear and incentive motivation fall short because they are externally controlled and temporary.
Attitude motivation, on the other hand, is a permanent force for producing desired behavior. It has the additional advantage of being internally produced and controlled. It continues to be effective whether the individual is working alone or in a group. Attitude motivation grows out of an individual’s dreams and desires. It is a function of the need to belong, to achieve, and to use the innate talents with which the individual is endowed. motivating people is basically a matter of showing them how to develop the power of self-motivation and then demonstrating to them the desirability of using that power to accomplish a purpose. Admittedly, it takes longer to start the process of achievement in your organization through attitude motivation than you might produce through either fear or incentive. But once team members experience the sense of fulfillment that comes through the use of attitude motivation, they are permanently sold on making full use of their potential.
Are you a manager? Do you have managers that you'd like to see improvement?
Incentive motivation loses its power when the promised rewards are perceived either as unattainable or as unappealing. When employees consistently earn a promised reward over a period of time, that reward is expected. It no longer appears desirable enough to inspire extra effort. In fact, it is soon looked upon as a right instead of a special reward. Unfortunately, incentives must become progressively more impressive to continue to motivate. Both fear and incentive motivation fall short because they are externally controlled and temporary.
Attitude motivation, on the other hand, is a permanent force for producing desired behavior. It has the additional advantage of being internally produced and controlled. It continues to be effective whether the individual is working alone or in a group. Attitude motivation grows out of an individual’s dreams and desires. It is a function of the need to belong, to achieve, and to use the innate talents with which the individual is endowed. motivating people is basically a matter of showing them how to develop the power of self-motivation and then demonstrating to them the desirability of using that power to accomplish a purpose. Admittedly, it takes longer to start the process of achievement in your organization through attitude motivation than you might produce through either fear or incentive. But once team members experience the sense of fulfillment that comes through the use of attitude motivation, they are permanently sold on making full use of their potential.
__________________________
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Encourage the Cooperation of Others
By Richard Hohmann, VP of Innovative Leadership
“Since the first recorded history, leaders have attempted to discover new ways to attract the willing cooperation of others.”
Leaders fill many different types of positions and perform widely diverse functions. But the chief task of leadership is the same for all: to motivate people who will then use their skills and effort to achieve the goals of the organization. The operative word in that definition is motivate. The attention given to motivation is not new. Since the first recorded history, leaders have attempted to discover new ways to attract the willing cooperation of others. Records of their attempts—along with accounts of their successes and failures—have filled countless volumes, but all of the different methods discovered can be sorted into three basic categories: fear, incentive, and attitude.
1. Motivation through fear
The oldest method of motivation is fear. In primitive society, the strongest person became the ruler. Physical strength was originally the source of power, and weaker members of the group followed orders because they feared the physical punishment that was sure to result from refusal to conform. As society became more organized, other types of power came into play: Social, economic, and political pressures forced obedience. Even today, the business world uses fear to motivate people to behave in desired ways. Rules and policies threaten various sanctions for undesirable behavior all the way from a memo of censure placed in the personnel file to denial of increased pay to outright dismissal.
2. Motivation through incentive
Although fear is often a powerful motivator, many would-be leaders who lack the personal power to demand obedience look for other methods of producing the cooperation they want. They realized that every behavior is the result of a desire either to gain a benefit or to avoid a loss. Because of this lack of power, they offer an incentive—the promise of some gain to those who complied. Incentive motivation is generally regarded as a more enlightened strategy than fear. Families and schools use the promise of rewards to coax children to perform. Organizations offer people awards, prizes, and privileges for certain achievements.
3. Motivation through attitude
The master method of motivation is attitude. When people are willing to perform because they personally believe that a particular course of action is right, they are self-motivated. It is then unnecessary for anyone else to “motivate” them.
“Since the first recorded history, leaders have attempted to discover new ways to attract the willing cooperation of others.”
Leaders fill many different types of positions and perform widely diverse functions. But the chief task of leadership is the same for all: to motivate people who will then use their skills and effort to achieve the goals of the organization. The operative word in that definition is motivate. The attention given to motivation is not new. Since the first recorded history, leaders have attempted to discover new ways to attract the willing cooperation of others. Records of their attempts—along with accounts of their successes and failures—have filled countless volumes, but all of the different methods discovered can be sorted into three basic categories: fear, incentive, and attitude.
1. Motivation through fear
The oldest method of motivation is fear. In primitive society, the strongest person became the ruler. Physical strength was originally the source of power, and weaker members of the group followed orders because they feared the physical punishment that was sure to result from refusal to conform. As society became more organized, other types of power came into play: Social, economic, and political pressures forced obedience. Even today, the business world uses fear to motivate people to behave in desired ways. Rules and policies threaten various sanctions for undesirable behavior all the way from a memo of censure placed in the personnel file to denial of increased pay to outright dismissal.
2. Motivation through incentive
Although fear is often a powerful motivator, many would-be leaders who lack the personal power to demand obedience look for other methods of producing the cooperation they want. They realized that every behavior is the result of a desire either to gain a benefit or to avoid a loss. Because of this lack of power, they offer an incentive—the promise of some gain to those who complied. Incentive motivation is generally regarded as a more enlightened strategy than fear. Families and schools use the promise of rewards to coax children to perform. Organizations offer people awards, prizes, and privileges for certain achievements.
3. Motivation through attitude
The master method of motivation is attitude. When people are willing to perform because they personally believe that a particular course of action is right, they are self-motivated. It is then unnecessary for anyone else to “motivate” them.
Wednesday, April 20, 2011
10 Tips to Effective Communication
Manager’s today are dealing with 3 different generations in the workforce but that doesn’t change how managers should communicate with their employees. Everything a manager does involve communicating. Communication is needed to increase effectiveness, efficiency, customer satisfaction, improve quality and create innovative opportunities.
The Gallop Poll has demonstrated that as a nation, we engage our workers less than any other workforce in the world. We need to engage our workers so they realize their value in the success of the business strategy of the company or organization. In other words, we need to make them feel that they are part of the decision making process and contribute significantly to the success of our organization. This will also help us retain our better employees.
On top of that, if we can improve feedback, we certainly will help retain our good employees. Remember, people don’t leave a good company, they leave a bad manager. The number one reason for an employee leaving a company is lack of feedback from their immediate supervisor. So the number one factor in regard to Talent Management – Communication.
How do we communicate?
• Verbal
– One-on-One
– Meetings
– Groups or Teams
– Telephone
• Written
– Letter
– Memo
– E Mail
• Non-verbal
– Body Language
As a manager, you must remember that sending an email can easily be misinterpreted. Face to face meetings or just interaction is being replaced by emails, against common belief, this actually decreases productivity.
Here are 10 tips to effective communication
1. Connect personally with employees
2. Plan your presentation with the outcome in mind
3. Make it real communication; eliminate perception
4. Use a variety of communication pathways and vehicles
5. Give people multiple opportunities to share their concerns, ask questions, and offer ideas
6. Don’t confuse Process with Communication
7. Be genuine and develop trust
8. Be an active listener
9. Keep a sense of humor and develop comfortable relations
10. Communicate ideas not feelings or judgment
The Gallop Poll has demonstrated that as a nation, we engage our workers less than any other workforce in the world. We need to engage our workers so they realize their value in the success of the business strategy of the company or organization. In other words, we need to make them feel that they are part of the decision making process and contribute significantly to the success of our organization. This will also help us retain our better employees.
On top of that, if we can improve feedback, we certainly will help retain our good employees. Remember, people don’t leave a good company, they leave a bad manager. The number one reason for an employee leaving a company is lack of feedback from their immediate supervisor. So the number one factor in regard to Talent Management – Communication.
How do we communicate?
• Verbal
– One-on-One
– Meetings
– Groups or Teams
– Telephone
• Written
– Letter
– Memo
– E Mail
• Non-verbal
– Body Language
As a manager, you must remember that sending an email can easily be misinterpreted. Face to face meetings or just interaction is being replaced by emails, against common belief, this actually decreases productivity.
Here are 10 tips to effective communication
1. Connect personally with employees
2. Plan your presentation with the outcome in mind
3. Make it real communication; eliminate perception
4. Use a variety of communication pathways and vehicles
5. Give people multiple opportunities to share their concerns, ask questions, and offer ideas
6. Don’t confuse Process with Communication
7. Be genuine and develop trust
8. Be an active listener
9. Keep a sense of humor and develop comfortable relations
10. Communicate ideas not feelings or judgment
Wednesday, March 30, 2011
5 Tips for Fun in the Workplace
- Once a quarter, set aside a day where all the employees, including the manager and the boss, have to dress up as some fictional or cartoon character, or as anything theme everyone decides on. Award the “best dressed person” with a gift card to a local dining favorite. Such days will lighten up the atmosphere at work and ease out the tension.
- Put games such as chess, pool table, carom, monopoly, etc. for refreshment. Employees who finish their work early can refresh themselves with such recreational games. Also choose a corner in the office to put some gymnastic equipment. A small workout could do wonders to the mind.
- In lunch breaks or on specific Fridays, organize a karaoke session. Get a karaoke machine in the office and let the employees go wild. For maximum fun, let the managers and bosses be the contestants and employees the judges so that the higher authorities can get a taste of their own medicine!
- Once every quarter, the entire office should take a long lunch break to a fancy restaurant and maybe go out for a movie, as well.
- Create a cartoons and joke board. All employees could collect and share their favorite cartoons and jokes and put it up on the board.
Adapted from Careers
Wednesday, March 23, 2011
Why Email Marketing? Five Great Reasons
Email marketing is one of the most powerful marketing tools available to businesses of all types and sizes. No matter how you define success, you can achieve outstanding results with email marketing while investing only a small amount of time and an even smaller amount of money.
"54% of small businesses surveyed rated e-mail as the top online promotion to drive site visitors and customers to their web sites and storefronts." Source: DMA Interactive
"I think over time we'll see small businesses adopting e-mail marketing because it has the inherent advantages of being 'faster, cheaper and easier' to execute. Coupled with the potential to target more precisely than today's solo or shared mailers, there's a real win for the small business owner." Source: Neal Polachek, senior vice president of The Kelsey Group.
So, Why Email Marketing?
-
It's Inexpensive
Email marketing is an affordable way to stretch a tight marketing budget - and whose isn't these days? Unlike direct mail, there is virtually no production, materials or postage expense. Email marketing is 20 times more cost effective than direct mail, and can cost as little as fractions of a penny per email."Previously, we were sending these kinds of mailings through first-class postal mail," said Robin Parker, owner of Studio: Dance, Arts & More. "With several hundred members and prospects, that really adds up quickly. Email marketing is much less expensive than sending out postcards or flyers. We save about $4,000 just in materials and postage."
-
It's Effective
Email marketing enables you to proactively communicate with your existing customers and prospects instead of passively waiting for them to return to your Web site or storefront. It is a highly effective way to increase sales, drive site or store traffic and develop loyalty.- Increasing sales
"In response to our first campaign, WatchZone received 100 online orders - all from a segment of 15,000 current customers," said Shavi Mahtani, CEO of WatchZone.com, a leading site for fashion and sport watches at discount prices. "The average sale was about $150 per order. We were very happy with that result. Frankly, it exceeded our expectations."
- Driving traffic
"The increase in traffic was substantial," said Travis Erickson, controller for GolfBargains.com, online "Pro Shop" for golf enthusiasts. "We've noticed that even if the recipient isn't interested in, say, our golfing irons promotion, they'll think, 'Wow, that's a great price - I wonder what else they have on sale?'"
- Building Loyalty
"We're technically not an e-business," said Robin Parker, owner of Studio: Dance, Arts & More, "but we're using email marketing to capture the names of site visitors so that we can provide them with information, news, and schedules that make their lives easier. That helps us build and retain loyal members. We believe email marketing will increase the lifetime value of our members by encouraging more frequent visits to the studio and strengthening our relationships with our members."
- Increasing sales
-
It's Immediate
Email marketing generates an immediate response. The call to action is clear: "Click here to take advantage of this offer", or "to learn more about this service". Initial campaign response generally occurs within 48 hours of the time the email campaign is sent.
"Orders pour in within 24 hours after I send my newsletters," said Emitations.com CEO, Au-Co Mai. "In an economy where most companies are suffering, I can't believe that I'm actually thriving and breaking revenue goals every month."
-
It's Targeted
You can easily segment your lists using a variety of criteria or interest groups so that your promotions go to the individuals most likely to respond to your offer."Because many of our customers are collectors, they are only interested in hearing about the newest collectible arrivals," said Lars Mohlin, President, House of Ascot, a mail order gift and collectible business. "While others are looking for promotions, the collectors often dislike receiving mail messages offering discounts. We target email campaigns to our subscribers' opt-in interest categories, this has resulted in a 40%-50% jump in revenue."
-
It's Easy
There are Web-based email marketing products for small and medium businesses. Most include professional HTML templates, list segmentation and targeting capabilities, as well as, automatic tracking and reporting. So, you are free to concentrate on your unique message.
"This is definitely something a non-techie can do," said Shavi Mahtani, CEO of WatchZone.com. "It took us about 45 minutes - start to finish - to build and compose our e-mail. And each campaign since then has taken less time to set up."
"I don't need a Webmaster or a technical person to handle my newsletters anymore," said Raphael Baekeland, general manager of Kuartos.com. "My product manager and I can do everything very easily."
Employee Engagement is a Unique Experience Leading to Motivation
By Richard Hohmann, VP of Innovative Leadership of the Delaware Valley
Tim Rutledge, Author of “Getting Engaged: The New Workplace Loyalty” defines engagement as employees who are attracted to, inspired by, committed to and fascinated by their work”.
The various levels of engagement involve certain ingredients that do make a difference:
• Relationship Building
• Goal-orientation
• Passion, and
• Forward Thinking
Many HR professionals use the following metrics to determine engagement:
• Individual Performance
• Organizational Productivity
• Employee Retention and Turnover
• Customer-orientation and brand loyalty
It has been shown that engagement has both a rational and emotional commitment. The latest statistics have demonstrated that 31% of our workforce is engaged and 17% are disengaged (BlessingWhite – 2011). Over half of the workers exhibit some disengagement. The statistics demonstrate that we are all accountable for our own engagement level but people in a management role must coach and/or mentor their direct reports to a higher level of engagement while managing their own engagement. Executives must not only set the tone for high morale but manage their own engagement plus shoulder the responsibilities of managers and staff.
This new body of work demonstrates a strong correlation between engagement levels and age, role and position, and tenure. It might be time for focus on generational diversity in the workplace. Unfortunately, the survey also shows that the majority of employees today are looking for new opportunities within and outside of their own company. Many companies are projecting that many of their good people will be leaving once the economy turns around. This survey also demonstrates that engaged employees stay for what they give and the disengaged stay for what they get. Doesn’t that say it all!
It is certainly important for HR professionals and the executive officers of the company to focus on activities that close the gap between the decision makers and the staff. We must get everyone on the same page and have management respond instead of react.
Contact us for our Top Ten Solutions for Disengagement…this is an ideal document to discuss with your executive leadership team. Remember, in previous studies, it has been shown that 96% of engaged employees trust their leaders and only 46% of the disengaged employees trust their leaders. Isn’t it time that your company’s leadership team focus on Motivation – the end result of Engagement.
Tim Rutledge, Author of “Getting Engaged: The New Workplace Loyalty” defines engagement as employees who are attracted to, inspired by, committed to and fascinated by their work”.
The various levels of engagement involve certain ingredients that do make a difference:
• Relationship Building
• Goal-orientation
• Passion, and
• Forward Thinking
Many HR professionals use the following metrics to determine engagement:
• Individual Performance
• Organizational Productivity
• Employee Retention and Turnover
• Customer-orientation and brand loyalty
It has been shown that engagement has both a rational and emotional commitment. The latest statistics have demonstrated that 31% of our workforce is engaged and 17% are disengaged (BlessingWhite – 2011). Over half of the workers exhibit some disengagement. The statistics demonstrate that we are all accountable for our own engagement level but people in a management role must coach and/or mentor their direct reports to a higher level of engagement while managing their own engagement. Executives must not only set the tone for high morale but manage their own engagement plus shoulder the responsibilities of managers and staff.
This new body of work demonstrates a strong correlation between engagement levels and age, role and position, and tenure. It might be time for focus on generational diversity in the workplace. Unfortunately, the survey also shows that the majority of employees today are looking for new opportunities within and outside of their own company. Many companies are projecting that many of their good people will be leaving once the economy turns around. This survey also demonstrates that engaged employees stay for what they give and the disengaged stay for what they get. Doesn’t that say it all!
It is certainly important for HR professionals and the executive officers of the company to focus on activities that close the gap between the decision makers and the staff. We must get everyone on the same page and have management respond instead of react.
Contact us for our Top Ten Solutions for Disengagement…this is an ideal document to discuss with your executive leadership team. Remember, in previous studies, it has been shown that 96% of engaged employees trust their leaders and only 46% of the disengaged employees trust their leaders. Isn’t it time that your company’s leadership team focus on Motivation – the end result of Engagement.
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