7 Compelling Ways To Get The Best From Your Employees To Boost Your Business- Part 2

‘It is not enough to do our
best. Sometimes we have to
do what is required.’


Welcome to the part 2 of Seven ways to get the best from your employees few weeks ago we looked at the number 1 way which is MOTIVATION If you own a business be it whatever? the first way to get the best from your employees for your business growth is to be motivated yourself find details from this link HERE. The second and the third ways we shall be looking at in this post is seen below:

2. Select people who are highly motivated

Recruiting people who are already highly motivated is not that simple. Remember the 50:50 rule – the extent to which you can motivate someone is limited, for 50 per cent of their motivation has to come from within themselves and is therefore in their hands. When you select someone for a job it is better to choose someone who is highly motivated but has modest talent, rather than the very talented with little or no motivation. If the motivation is present they will leap to the challenge of developing their talents.

employee motivation,cash 4 wealth

The seven key indicators of high motivation in an individual are:
A. Energy: not necessarily shown in an extrovert way but with an alertness and quiet resolve
B. Commitment: consider if the person appears to be willing to commit to the common purpose
C. Staying power: consider if in the face of problems, difficulties or set-backs this person would stick with it or give up too easily
D. Skill: the possession of skills indicates aims and ambitions,possibly in a certain direction
E. Single-mindedness: a person who pushes their energy in a single direction is likely to be more motivated than a butterfly who flits from one job arena to another
F. Enjoyment: if a person does not enjoy their job and find some fun in it they will not be motivated. Enjoyment goes hand in hand with motivation
G. Responsibility: a willingness to seek and accept responsibility is a person who wants to advance themselves and has the motivation to do so.
Choosing people well (and if mistakes are made they should be confronted and remedied early) means looking at motivation, ability and personality and you should, when interviewing, look for real evidence behind the interviewee‘s facade. Every team member should be motivated, not just the managers or staff dealing directly with customers.
In the interview situation remember:
• The interviewee is trying to get you to give them the job. Some people find it quite easy to appear very enthusiastic and highly motivated in the time of an interview. Others who are much more genuinely motivated may not be at
their best in the interview situation and appear to be very laid back.
• Look for evidence of enthusiasm and motivation within their past experiences. Talk to the referees who know them well to find out more about them.
• In the interview ask the applicant how they would react in certain situations that would require high motivation and analyses their answers carefully.
Looking for the Michelangelo motive (where the quality of the work itself is a key motivator) can yield good results in selecting highly motivated individuals. You should make a point of looking for:
• A sense of pride in the individual’s own work
• An attention to detail
• A willingness to ‘walk the extra mile’ to get things right
• A total lack of the ‘its good enough, let it go’ mentality
• An inner direction or responsibility for the work (without the need for supervision)
• An ability to assess and evaluate their own work, independently from the opinions of others.

It should be stressed that perfectionism is not what is called for – the best can be the enemy of the good.
Managers should check whether individuals are in the right job with the right skills and abilities, otherwise motivation techniques will fail. The aim is to select people who are motivated for the most appropriate job.

Checklist: Selecting people who are motivated
• Do you have team members who are under-motivated
and therefore not performing at their best?
• Do you review your selection procedures on a regular
• Do you have accurate ways of assessing potential
employees for motivation, ability and personality
within the interview time?
• How do you assess if candidates have the Michelangelo
• Do outside clients and suppliers talk about the high
level of motivation within your organization?
• Does your organization have a high level of staff
turnover? If so, can you identify why?

3. Treat each person as an individual

Find out what motivates an individual, do not rely on generalized theories or assumptions. Each individual is just that, individual. Not all individuals will be clear about what motivates them. It is part of your responsibility as a leader to find out what ‘makes them tick’. By entering into a dialogue with each team member you can help them to clarify what it is that motivates them – and use what you find to your mutual benefit. Also, remember to treat each individual as a person, not just a manager, worker, customer etc.

In each person you should engender a sense of:
Trust: productive communication does not happen until some form of trust is present.
• Autonomy: every individual needs a sense of belonging but also a sense of self-sufficiency, of being in control.
Initiative: initiative can be developed. It is the power that moves people to start something.
Industry: work which has a feeling of purpose about it develops this sense of industry which is vital both in and
out of the workplace.
Integrity: this is about conforming to standards and values outside of oneself. It helps us create a sense of wholeness
about our being.
Security: not just job security but also a feeling of security within the team and from other significant people.
It is important for a leader to spend time with individuals, not just with the team as a whole. There are few things as motivating as personal attention. It gives the individual a sense of importance within their own right as well as within the team. Also one-to-one sessions give the leader a chance to coach or counsel their staff which allows them to develop as team members, as well as individuals. By spending more time with individuals you will be much more aware of when their motivation or morale is flagging, and be able to help them get back on track before the feelings get out of hand. You will also be more aware of when they are due some praise or constructive criticism and be able to administer it at the appropriate time.

Individuals can often be vulnerable if they, or the team as a whole, don’t succeed at a task. People suffer when they are subjected to repeated failures, criticisms, frustrations or defeats. By being more in touch with them you will be able to reassure, inspire and make them believe in themselves again. These are the skills of a good team leader.
Take time with each individual to:
• Give hope, courage and confidence, accompanied by help if necessary
• Inspire and urge along
• Stimulate an individual with the promise of a reward, and make sure they receive if they achieve the goal
• Give fresh courage if someone is flagging
• Renew their spirit
• Infuse them with confidence and enthusiasm
• Guide them
• Animate them with good feelings of being able to achieve

• Give them help if they are in need to get them back on track
• Guide them until they can stand alone again
• Give them the confidence for them to believe in their ability
• Impart courage on them

cash 4 wealth
• Prod or goad them into the right form of action
• Incite them into doing a task Remember, each individual matters and is important, both in their own right and as members of the team, to be able to achieve the common task.

Checklist: Do you treat each person
as an individual?
• Do you know the names of the people on your team and their teams if they are leaders?
• Can you identify ways in which those who report to you differ from each other?
• Do you accept that what motivates an individual can and will change, depending on the influences in their
lives at the time?
• Do you spend individual time with people to get to know them, work with them, coach and support them when necessary?
• Does the organization respond flexibly to changes in circumstances outside of the workplace which may affect the individual during working hours?
• Does your organization see you as an individual, not just a leader?

If you are motivated and influenced by this post or have gain from it simply reciprocate the free gesture by sharing it to your social media sites. You can contact us for consultancy and freelance services HERE .

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