Motivation

A GUIDE TOA GUIDE TO

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You can’t afford not toYou can’t afford not to

Most employees spend Most employees spend

less than half their time at less than half their time at

Work being genuinely Work being genuinely

productive. For the productive. For the

business owner, this is business owner, this is

frustrating and expensive.frustrating and expensive.

Ironically, though, theIronically, though, the

employer is usually theemployer is usually the

major cause of the major cause of the

problem.problem.

Almost all employees will Almost all employees will

be highly productive if be highly productive if

they feel enthusiastic and they feel enthusiastic and

motivated.motivated.

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This briefing explains:This briefing explains:

►How to make people want to work How to make people want to work well.well.

►How to align employees’ goals with How to align employees’ goals with those of the business.those of the business.

►How to handle disagreements.How to handle disagreements.

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What is motivation about?What is motivation about?

Motivation is based on Motivation is based on giving people an giving people an

appropriate combination of appropriate combination of rewards.rewards.

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Employees need;Employees need;►An awareness of the possibilities for An awareness of the possibilities for

them at work and them at work and ►The freedom to The freedom to choose choose options and options and

goals.goals.

NEEDSNEEDS

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RESPONSIBILITYRESPONSIBILITY

Most individuals need to feel they Most individuals need to feel they have;have;

►Responsibility Responsibility and and ►The power to The power to influenceinfluence results by results by

their actions.their actions.

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PRIORITIESPRIORITIES

People have their own People have their own priorities priorities in relationin relationto the rewards they get from work.to the rewards they get from work.Rewards may include;Rewards may include;► Money, Money, ► Recognition,Recognition,► Friendships,Friendships,► Security, Security, ► The challenge of new projects or a sense of doing The challenge of new projects or a sense of doing

something worthwhile and something worthwhile and ► ‘‘Making a difference’.Making a difference’.

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AMBITIONSAMBITIONS

For many people, the chance to achieveFor many people, the chance to achieve

ambitions ambitions is a major motivation.is a major motivation.

Remember that what motivates you Remember that what motivates you may notmay not

motivate your employees.motivate your employees.

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No ‘us and them’No ‘us and them’

Manipulating and bullying people simplyManipulating and bullying people simply

does not work. It leaves them does not work. It leaves them demotivated.demotivated.

The key to successful motivation is The key to successful motivation is

Your attitude.Your attitude.

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► Keep people informed about business Keep people informed about business performance and management decisions.performance and management decisions.

► Ask employees for their views before Ask employees for their views before making decisions which affect them.making decisions which affect them.

►Give each person a good, comfortable Give each person a good, comfortable working environment and working environment and

► The right training and equipment for the job.The right training and equipment for the job.

Treat employees as Treat employees as partners partners in the business.in the business.

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Build up an atmosphere of Build up an atmosphere of trust trust and teamwork, not and teamwork, not defensiveness and fear.defensiveness and fear.

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MotivatingMotivatingemployeesemployees

A company run on fear is a miserable A company run on fear is a miserable placeplace

to work, full of people who avoid makingto work, full of people who avoid making

decisions in case they are wrong.decisions in case they are wrong.

Avoid blame – and acknowledge thatAvoid blame – and acknowledge that

mistakes are an inevitable part of themistakes are an inevitable part of the

learning process.learning process.

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Keep Keep communication communication open open and honest.and honest.

Encourage people to ask for help whenEncourage people to ask for help when

difficulties arise.difficulties arise.

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Regular appraisals for Regular appraisals for employees,employees,

►To review progress, problems and To review progress, problems and plans.plans.

►Encourage employees to do most of Encourage employees to do most of the talking during these sessions, by the talking during these sessions, by using open questions like: “How well using open questions like: “How well do you feel you are doing?”do you feel you are doing?”

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Take an Take an interest interest in people’s lives. Bein people’s lives. Be

prepared to chat about the things yourprepared to chat about the things your

employees are interested in. Listen employees are interested in. Listen activelyactively

to whatever people have to say.to whatever people have to say.

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Be Be consistentconsistent, and fair, in your , and fair, in your approach.approach.

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Build Build team spiritteam spirit

► Hold brief daily or weekly meetings toHold brief daily or weekly meetings toplan work, establish goals and discussplan work, establish goals and discussany special events and deadlines.any special events and deadlines.Hold daily or weekly debriefings. ShareHold daily or weekly debriefings. Shareany news and problems and giveany news and problems and giveemployees employees credit credit for their achievements.for their achievements.

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Agree goalsAgree goals► People will not be motivated if they do not know what is People will not be motivated if they do not know what is

expected of them.expected of them.► The objectives you identify for the company need to be turned The objectives you identify for the company need to be turned

into practical, achievable goals for the individuals working in into practical, achievable goals for the individuals working in it.it.

► If employees can see how their success contributes to the big If employees can see how their success contributes to the big picture, they will feel motivated and enjoy being part of the picture, they will feel motivated and enjoy being part of the team.team.

► Always agree realistic goals that directly Always agree realistic goals that directly benefit the benefit the businessbusiness. .

► Ensure employees can influence the results they are being Ensure employees can influence the results they are being asked to achieve.asked to achieve.

► Agree targets against which both you and the employees can Agree targets against which both you and the employees can monitor performance.monitor performance.

► Reward employees for achieving their goals – with money, Reward employees for achieving their goals – with money, praise or opportunities to run new projects.praise or opportunities to run new projects.

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Give everyone a Give everyone a chance chance at at success.success.

► For example, an employee is more likely to For example, an employee is more likely to carry out their duties thoroughly and carry out their duties thoroughly and conscientiously if he or she has conscientiously if he or she has responsibility.responsibility.

► The employee also needs to know why this The employee also needs to know why this matters so much.matters so much.

► If employees understand problems, they If employees understand problems, they often come up with solutions themselves.often come up with solutions themselves.

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Praise and criticismPraise and criticism

►Let your employees know when they Let your employees know when they are doing well, and when they are are doing well, and when they are doing badly. DO NOT leave them doing badly. DO NOT leave them guessing.guessing.

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FEEDBACKFEEDBACK

Remember Remember why why you are giving you are giving feedback. The objectives are to feedback. The objectives are to improve performance, help learning improve performance, help learning and build employees’ motivation and and build employees’ motivation and self-esteem. Any feedback that does self-esteem. Any feedback that does not contribute to these goals is not contribute to these goals is counterproductive.counterproductive.

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RespondRespond

► Respond Respond to people’s successes and failures as to people’s successes and failures as soon as possible, so they can progress by making soon as possible, so they can progress by making many minor adjustments.many minor adjustments.

► Be specificBe specific. Say exactly what you are . Say exactly what you are congratulating people on or wanting to help them congratulating people on or wanting to help them improve.improve.

► Show real feelingsShow real feelings. Be delighted or disappointed. . Be delighted or disappointed. Make it clear that business is not just numbers to Make it clear that business is not just numbers to you.you.

► Allow timeAllow time to praise people properly. to praise people properly.► Do notDo not save up praise or criticism for reviews, or save up praise or criticism for reviews, or

for when you lose your temper.for when you lose your temper.

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AvoidAvoid

►AvoidAvoid getting personal.getting personal.►Describe the negative consequences Describe the negative consequences

of an action, rather than criticising the of an action, rather than criticising the person.person.

►Keep your praising and criticising Keep your praising and criticising messages entirely separate.messages entirely separate.

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MISTAKESMISTAKES

► ““Everyone makes mistakes, but few people Everyone makes mistakes, but few people go to work with the intention of failing. go to work with the intention of failing. Misplaced or unjust criticism is hugely Misplaced or unjust criticism is hugely demotivating, You must get your facts demotivating, You must get your facts right.”right.”

Peter Neall,Peter Neall,

Neall Scott PartnershipNeall Scott Partnership

managementmanagement

consultantsconsultants

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Poorly paid, but motivatedPoorly paid, but motivatedRob Tyner was a highly motivated Security Officer, even though he undertook Rob Tyner was a highly motivated Security Officer, even though he undertook all the most demanding and difficult assignments. Rob had full responsibility forall the most demanding and difficult assignments. Rob had full responsibility forhow he conducted his duties. He had flexibility to carry out the his duties as he how he conducted his duties. He had flexibility to carry out the his duties as he saw fit. He saw the results of his good work and he was proud to be part of thesaw fit. He saw the results of his good work and he was proud to be part of thecompany he worked for.company he worked for.The new supervisor changed all that. He gave Rob no credit for his efforts, The new supervisor changed all that. He gave Rob no credit for his efforts, increasing his work load and preferring to praise Security Officers who did him increasing his work load and preferring to praise Security Officers who did him ‘‘favoursfavours’ or supported the same football team. Unlike his ‘friends’ he made Rob’ or supported the same football team. Unlike his ‘friends’ he made Robfollow the set rules and times exactly and he complained endlessly about high follow the set rules and times exactly and he complained endlessly about high sickness rates (which were quite beyond Rob’s control).sickness rates (which were quite beyond Rob’s control).Rob left for a job outside security. He could put up with low pay, but he was Rob left for a job outside security. He could put up with low pay, but he was not prepared to be undervalued as well as exploited.not prepared to be undervalued as well as exploited.

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Don’t generaliseDon’t generalise

“ “Don’t generalise. You have to pay Don’t generalise. You have to pay attention to the individual. People attention to the individual. People weigh up their net gain against their weigh up their net gain against their net effort – and if it doesn’t quite net effort – and if it doesn’t quite balance, they take remedial action.”balance, they take remedial action.”

Sarah Pigott,Sarah Pigott,Business Link WestBusiness Link West

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CriticismCriticism► Do not end a conversation with a criticism.Do not end a conversation with a criticism.► Once the message has sunk in, encourageOnce the message has sunk in, encouragethe employee to think through with youthe employee to think through with youhow better results could be achieved.how better results could be achieved.► Most employers find it all too easy toMost employers find it all too easy tocomplain complain about employees’ mistakes.about employees’ mistakes.► Frame criticisms constructively, in waysFrame criticisms constructively, in waysthat will help people make improvements.that will help people make improvements.► Aim to praise people’s achievements tenAim to praise people’s achievements tentimes as often as you point out errors.times as often as you point out errors.

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Handling disagreementsHandling disagreements

You can You can never winnever win an argument with an an argument with an

employee. The loser will become de-employee. The loser will become de-motivated, and that is not in your interests motivated, and that is not in your interests as an employer.as an employer.

If disagreements arise, If disagreements arise, limit limit the damage.the damage.

Separate facts from opinions.Separate facts from opinions.

Emphasise the areas where you agree.Emphasise the areas where you agree.

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ListenListen

Listen Listen while employees talk.while employees talk.► They may have spent a long time thinkingThey may have spent a long time thinkingabout the matters under discussion – andabout the matters under discussion – andthey may have excellent ideas.they may have excellent ideas.► Acknowledge employees’ Acknowledge employees’ opinionsopinions, even, evenif they are at odds with your own.if they are at odds with your own.► Don’t ignore them and hope a problem goes away.Don’t ignore them and hope a problem goes away.► Try putting yourself in their shoes.Try putting yourself in their shoes.► Give people room to Give people room to save facesave face, especially, especiallyafter criticism, failure or disappointment.after criticism, failure or disappointment.Riding roughshod over employees leads to poorRiding roughshod over employees leads to poormorale, low productivity and high staff turnover.morale, low productivity and high staff turnover.

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Building up new skillsBuilding up new skills

You can help people progress from You can help people progress from beingbeing

beginners in a role to the point where beginners in a role to the point where

they enjoy real competence and can they enjoy real competence and can take take

full responsibility.full responsibility.

The process involves several stages.The process involves several stages.

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When people do not know where to start,When people do not know where to start,they need clear, confident they need clear, confident instructioninstruction..New employees, in particular, will need toNew employees, in particular, will need tobe told what to do, and how to do it.be told what to do, and how to do it.You cannot expect people to work wellYou cannot expect people to work welluntil they have acquired the right skills.until they have acquired the right skills.This also applies when existing employeesThis also applies when existing employeesare asked to take on new tasks.are asked to take on new tasks.

INSTRUCTIONINSTRUCTION

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Once the basics are in place, Once the basics are in place, coachingcoaching

helps the employee build up skills andhelps the employee build up skills and

develop a feel for the job.develop a feel for the job.

Teach the more advanced skills as soonTeach the more advanced skills as soon

as the individual is ready to learn them.as the individual is ready to learn them.

COACHINGCOACHING

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As the employee becomes more As the employee becomes more

involved in the task, the manager’s role is involved in the task, the manager’s role is

to to supportsupport, rather than give information., rather than give information.

Continued encouragement helps build theContinued encouragement helps build the

confidence of even experienced people.confidence of even experienced people.

Stop offering advice at this stage.Stop offering advice at this stage.

SUPPORTSUPPORT

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Once full competence is achieved, the Once full competence is achieved, the trusttrust

placed in the employee by management isplaced in the employee by management is

a major motivational force.a major motivational force.

Skilled employees may enjoy acceptingSkilled employees may enjoy accepting

devolved responsibilities, but you must stilldevolved responsibilities, but you must still

be there if problems need to be discussed.be there if problems need to be discussed.

Give generous recognition for good work.Give generous recognition for good work.

TRUSTTRUST

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Review Review your own skillsyour own skills..

You may need to develop your ability toYou may need to develop your ability to

coach and motivate people.coach and motivate people.

YOUYOU

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““These days, ‘telling’ people what to do should be minimised. Focus mainly on These days, ‘telling’ people what to do should be minimised. Focus mainly on youryour

coaching skills to help them achieve more.” coaching skills to help them achieve more.” Frank Thaxton,Frank Thaxton,Thames Valley PartnersThames Valley Partnersbusiness advisersbusiness advisers

““Criticise constructively, establish what went wrong, but never blame people. Criticise constructively, establish what went wrong, but never blame people. Blame Blame

makes them go underground and discourages them from thinking positivelymakes them go underground and discourages them from thinking positivelyabout how things can be made better next time.”about how things can be made better next time.”John O’Reilly,John O’Reilly,North DerbyshireNorth DerbyshireChamber and BusinessChamber and BusinessLinkLink

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Individual performance will encourageIndividual performance will encourageindividual effort, individual effort, but not teamworkbut not teamwork..

Each person should only have one or twoEach person should only have one or twoimmediate targets to aim for.immediate targets to aim for.

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Pay as a motivatorPay as a motivator

Pay packages Pay packages can include salary, overtime,can include salary, overtime,pension and fringe benefits.pension and fringe benefits.No matter how large a pay rise you give,No matter how large a pay rise you give,the new pay level is soon seen as normal.the new pay level is soon seen as normal.Used shrewdly, pay can be a good motivator Used shrewdly, pay can be a good motivator especially if linked to key aspects of performance.especially if linked to key aspects of performance.But remember that many of the most motivatedBut remember that many of the most motivatedpeople are also the worst paidpeople are also the worst paid(e.g. nurses, actors).(e.g. nurses, actors).

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Pay as a de-motivatorPay as a de-motivator

Pay can also be an effective way of Pay can also be an effective way of

underminingundermining motivation, at every level motivation, at every level inin

your business. Be aware that every pay your business. Be aware that every pay

packet sends a message,packet sends a message,

– – and employees are sensitive to its and employees are sensitive to its nuances.nuances.

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► If you give rises or promotion only If you give rises or promotion only when people when people threaten threaten to quit, you are to quit, you are rewarding disloyalty.rewarding disloyalty.

► If you set the criteria for a bonus If you set the criteria for a bonus award too high or do not make it clear award too high or do not make it clear what the criteria is then employees what the criteria is then employees will not bother to make the effort.will not bother to make the effort.

► If you pay higher rates to attract If you pay higher rates to attract new new employeesemployees, current employees will , current employees will resent it.resent it.

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Make the work interestingMake the work interesting

You need to know which individualYou need to know which individual

employees are employees are ambitious ambitious and which and which areare

likely to be content to stay in the same likely to be content to stay in the same

jobs.jobs.

Identify which employees have theIdentify which employees have the

capacity to learn new skills.capacity to learn new skills.

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Take any opportunities that arise to makeTake any opportunities that arise to makepeople’s people’s jobs jobs more satisfying.more satisfying.Increasing the variety of tasks employeesIncreasing the variety of tasks employeesundertake makes work more stimulating.undertake makes work more stimulating.Giving employees the chance to shoulderGiving employees the chance to shouldermore responsibility increases their sensemore responsibility increases their senseof involvement.of involvement.Swapping people around – so they canSwapping people around – so they cantry each other’s jobs and appreciatetry each other’s jobs and appreciateeach other’s roles – develops versatilityeach other’s roles – develops versatilityand team spirit.and team spirit.

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You risk You risk losing losing talented employees if theytalented employees if they

are under-used, frustrated or bored.are under-used, frustrated or bored.

Find out what they want by asking themFind out what they want by asking them

what you could do to make their jobswhat you could do to make their jobs

more rewarding.more rewarding.

Ask employees the key question: “If youAsk employees the key question: “If you

could improve just one thing about yourcould improve just one thing about your

work situation, what would it be?”work situation, what would it be?”

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When times are difficultWhen times are difficult

Any kind of change – from a surprise Any kind of change – from a surprise

promotion to a new system– can be promotion to a new system– can be

stressful for employees stressful for employees

Negative situations, like redundancies, Negative situations, like redundancies,

Are particularly tricky.Are particularly tricky.

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To keep morale in good shape, pay To keep morale in good shape, pay attentionattention

to how you to how you communicate communicate with employees.with employees.►Tell people what is happening, and back Tell people what is happening, and back

up what you say with factual evidence.up what you say with factual evidence.►Offer support.Offer support.►Be understanding if people are upset.Be understanding if people are upset.►Give encouragement.Give encouragement.►Accentuate the positive.Accentuate the positive.

BE PROACTIVEBE PROACTIVE

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Explain Explain why why change is occurring.change is occurring.For example, if the business is moving toFor example, if the business is moving tosmaller premises:smaller premises:Start by explaining when you are moving,Start by explaining when you are moving,and why.and why.For example, to bring down costs, leadingFor example, to bring down costs, leadingto better job security for everyone.to better job security for everyone.Discuss real concerns.Discuss real concerns.For example, will working conditions beFor example, will working conditions beworse in the new premises?worse in the new premises?

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Encourage employees to see the Encourage employees to see the benefits.benefits.

For example, that the new premises areFor example, that the new premises are

Better equipped, better amenities.Better equipped, better amenities.

Generate enthusiasm and energy byGenerate enthusiasm and energy by

presenting the move as a fresh start forpresenting the move as a fresh start for

everyone in the company.everyone in the company.

BE POSSITIVEBE POSSITIVE

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THE ENDTHE END

EXPERT CONTRIBUTORSEXPERT CONTRIBUTORSThanks to;Thanks to;Frank Thaxton Frank Thaxton (Thames Valley Partners(Thames Valley PartnersBusiness Advisers),Business Advisers),Jennifer Shipside Jennifer Shipside (t-three consultants), (t-three consultants), Graham WilsonGraham Wilson(Insight Partnership).(Insight Partnership).