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The Ten Commandments of Workplace Motivation
Unmotivated employees have rightly been called “the black holes of the business universe.” Fortunately, motivation is not something a person is born with or without. Applying these Ten Commandments can go a long way to helping existing employees find their motivation.
1. Commit with all thy heart so others might follow
Before you ask your employees to commit, you must be fully committed yourself. Throw your heart over the bar, make that complete commitment, and others will follow.
2. Call it tight on dysfunctional behaviors
Declare a zero-tolerance policy for dysfunctional behaviors. People saying one thing and meaning another, giving lip service, gossiping, backstabbing… Enlist a company-wide commitment to stop every one of these.
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About the Author
Roxanne Emmerich’s Thank God It’s Monday!: How to Create a Workplace You and Your Customers Love
is a New York Times, Wall Street Journal and #1 Amazon bestseller. Roxanne is renowned for her ability to transform “ho-hum” workplaces into dynamic, results-oriented, “bring-it-on” cultures in a day. Listen to the free 60-second audio with teammates each Monday to clean up the craziness in your workplace and focus on getting massive results. Sign up today at www.ThankGoditsMonday.com.
Robustly implemented management observation programs offer many benefits to the organization and its managers. At their core, each of these benefits is derived from aggregation and analysis of the performance data gathered during the observations. Enabling required data synthesis necessitates the documentation of observed occurrences and conclusions. Desired behavior reinforcement and performance improvement, not to mention manager and observation program credibility, necessitate the employee be briefed on the observations made and conclusions drawn. As with all formally documented performance appraisal instruments, the documented observation should be signed by both the manager and employee.
Whether in an economic recession or boom, resources are always limited and redundant work always an unnecessary resource expenditure. Yet no matter how hard leaders try to eliminate redundant work, these practices seem to reappear; often the result of well intentioned actions to correct a performance deficiency or misguided adherence to a legacy practice. Therefore, all leaders from the C-suite to the shop floor must relentlessly wage an ongoing war against unnecessary duplicate work.
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