Motivating Employees _ Bringing Out the Best in Your People - Barry Silverstein [9]
He writes, “When you’re around people who share a collective passion around a common purpose, there’s no telling what you can do.” Not surprisingly, passionate company leaders motivate their employees to achieve great things.
Lou Gerstner did so when he turned around the fortunes of IBM, motivating his employees to work together to return the company to profitability. Steve Jobs also did so when he reinvented Apple, motivating his employees to build the consumer electronics company that launched the iPod.
SOURCE: 10 Simple Secrets of the World’s Greatest Business Communicators by Carmine Gallo (Source-Books, 2005).
* * *
$$
* * *
Dos & Don’ts
* * *
THE SECRETS OF MOTIVATING
Although what motivates people varies from one person to the next, certain behaviors affect everyone.
Do get to know each employee’s likes, dislikes, and talents and use this information to help find the person’s motivators.
Do offer public recognition for individuals who have performed at a high level or demonstrated outstanding dedication or loyalty.
Don’t view employees as the problem—get them involved in your organization’s challenges and goals, so that they become the solution.
Do hire the right people—those who fit your organizational culture, who want to work for you, and who are motivated to do a good job.
Do find ways to maintain and reinforce the enthusiasm of your employees so it is sustained over time.
Do challenge individuals to do their best at all times.
Don’t criticize someone’s personality, lifestyle, or outside-of-work interests.
Don’t become argumentative, emotional, or arrogant when criticizing someone, and never verbally assault an employee.
Do encourage individuals to give you honest input, then acknowledge it and act on it.
Don’t be so convinced that your way is the right way that you do not encourage and accept honest feedback and ideas from individual employees.
Don’t exhibit favoritism for one employee over another.
Don’t be indirect or vague when addressing a difficult issue with an employee.
Do maintain eye contact and deliver a critical message in a way that’s clear, direct, unemotional, and objective.
Do offer constructive criticism as soon as a problem occurs—but do it in private.
Do give the person being criticized a chance to tell his or her side of the story.
* * *
$$
When you are speaking with employees, remember that your words carry a lot of weight. As a manager, you hold a certain power over employees and that can immediately establish an “us versus them” perception. It is therefore very important to be nonconfrontational, nonemotional, and objective. It doesn’t hurt to have a sense of humor, either (although you should not make light of serious matters).
When praising someone, use the person’s name and the word “you” frequently. When criticizing someone’s performance or behavior, it is often best to change “you” messages to “I” messages to avoid the perception that you are verbally attacking the individual. For example, say, “I have a problem with not getting that report on time” instead of, “You were late with that report.” Always focus on the specific behavior itself, not on the individual.
Body Language
Body language, or nonverbal communication, can be a powerful motivational tool. To project sincerity, concern, and honesty, maintain eye contact when you speak with someone. When you speak to a group, scan the faces frequently and make brief eye contact with several individuals.
Smile when you speak. If you are comfortable making hand gestures, do so with your arms in a relaxed position and your palms open. Point or make a fist only when emphasizing something important.
In a one-on-one conversation, you can practice nonconfrontational body language, as well as watch for signals from employees. Leaning forward when seated communicates that you are interested or accepting of what is being said. Leaning back may express resistance or disinterest. Generally, crossed arms, hands planted firmly on a table, a furrowed brow, or lack of eye contact