If your job and financial well-being were dependent on the performance of other people, you would want to get the most out of them, right? Good. Now that we have that settled let’s look at several ways to make that happen for you.
First, let me share some bad news you need to hear. It’s okay; you can turn what you are about to read into butt-kicking motivation for yourself and your employees. Or…you can skip it and go into this completely uninspired. Your call.
Studies have shown, time and again that most employees – upwards of 70% – are “uninspired, disengaged and emotionally disconnected” from their companies and their work. They do what they do just to get it done, and they rarely think of doing better and getting a better result. Some quitters want to play the blame game, pointing fingers at “environments” and “conditions” and other symptoms, rather than fixing the actual cause. I’m talking about leadership. Right now, there are managers getting the absolute most out of their employees in less than ideal conditions. How do they do it? And, for the bean counters out there, how much will it cost?
Good news. I’m about to tell you … and, about the cost? What you are about to learn will cost you almost nothing to implement. Well, nothing but some pain on your part. You have to change if you want to see some change.
Set goals and work expectations that push them, but not too much. People like to be challenged, even if they gripe about it. What they hate, though, is ridiculous and unattainable goals. Give them something that will stretch them, but give them standards that will lead to celebration. Not disappointment.
Lead by example. If you want your staff to be optimistic and energetic, be optimistic and energetic. Don’t fake it. Be it. People hate that paper-thin smiley face nonsense. Be the sort of person you expect your employees to be, and they will become that without you every telling them. Or they will quit, and you can find someone who will.
Get to know your people. This is not about knowing the names of their kids – though that’s a good idea too. This is more about understanding what makes them tick. What do they love, what do they respond to? What are they after and what pisses them off. If there is something you know an employee hates and you can get rid of it without hurting productivity, just do it. Better still, let them do it. And, if there is something they want to do that might increase their productivity, let them do it, or possibly put them in charge of it…with the stated expectation that productivity must increase in order to keep it going.
By combining the right example with attainable goals and personal responsibility, you will motivate your employees to achieve in ways they might never believe they could otherwise. Not only will this make them better employees, it will make them better people, and your company will improve in both the short and long term.
Dr. Gil Lederman is a NY based doctor – and focuses on getting the most from people.
