Motivating Employees _ Bringing Out the Best in Your People - Barry Silverstein [16]
Do make sure that your recruitment ads are phrased to appeal to strongly motivated individuals.
Do pick your most motivated employees to recruit at job fairs.
Do encourage current employees to refer potential employees via a bonus program.
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CASE FILE
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UNORTHODOX MOTIVATION
Recruiter Jon Westberg of Lander International realized that he wasn’t placing what he considered a sufficient number of candidates. The problem: He thought he might be devoting too much time to his outside interest in art.
CEO Richard Tuck, to whom he took his problem, startled Westberg by suggesting that he spend more time on his art and less time on the job. Tuck’s recommendation was based on his feeling that, if Westberg was fulfilling his passion, he would become more energized and do a better job. Tuck has built an Inc. 500 company with just such unorthodox thinking.
SOURCE: “The Right Staff” by Samuel Fromartz, Inc. Magazine (October 1998).
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WHAT’S DE-MOTIVATING YOUR STAFF?
Before you can figure out why the motivation of a member of your staff is falling off, you have to be able to spot the signs. He or she may be missing work more often. He may seem to lack enthusiasm for everyday work or even new projects and may appear bored, distracted, or preoccupied. She may be uncharacteristically inattentive to details or erratic, losing her temper or having conflicts with coworkers. Some employees who are losing their motivation are sloppy and disorganized about their work area. Body language can be another clue—furrowed brows, sad faces, vacant eyes, clenched fists, or audible sighs.
Approaching the Employee
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Red Flags
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WARNING SIGNALS
Watch for these danger signs that motivation may be waning:
Increased absenteeism
Inattention to detail
Apparent boredom
General lack of enthusiasm
Erratic behavior
Distraction, apparent preoccupation
Temper flare-ups
Conflicts with coworkers
Messy work area
Negative body language
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If you spot signs of de-motivation in one of your employees, don’t let the situation languish; deal with it as soon as you notice it. Approach the person in a nonthreatening way. Have a conversation in his or her own work area, if it offers privacy, or ask to speak in your office.
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The BIG Picture
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THE FEAR FACTOR
Some managers still use fear to control employees. They may threaten to keep an employee after hours. They may announce an intention to dock pay. They may talk about withholding an annual raise or threaten to submit a poor performance review.
In the short term, this use of fear as a motivator may seem effective, and employees may toe the line. In the long term, however, fear usually turns to resentment—and a lack of respect for the manager.
Never does fear inspire the kind of effort that an employee who is motivated from within can put forth. Solid working relationships spark initiative, creativity, and the positive attitude that it takes to get things done. Over the long haul, fear is never effective.
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Be calm and unemotional. Begin by saying that you have noticed certain specific behaviors and mention what they are. Ask the employee what might be causing these behaviors. Ask if there are issues or barriers that are getting in the way of the person performing effectively on the job. Ask what you can do to help turn the situation around.
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Outside the Box
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USE HUMOR
It has been proven time and again that humor helps maintain motivation and morale in the workplace.
A good sense of humor can diffuse anxiety and put people at ease. Friendly joking can lighten up a tense moment. (Of course, make sure it is appropriate.) Poking fun at yourself can make you seem more approachable.
In some organizations, humor plays an even more important role. Employee skits and outside improvisational troupes keep things light. For instance, Southwest Airlines founder Herb Kelleher, known for his self-deprecating humor, was famous among his staff for his Halloween