Keep and eye on what’s in it for the individual.
This is often seen as a some sort of reward system.
This is also discussed elsewhere under ‘reward systems’ (see Reward Systems – part 1).
Always remember if you hand out rewards then the individual is successful and so is the organisation.
Rewards come in all shapes and sizes and the obvious one to avoid, if possible, is money.
Money doesn’t work with long term motivation, you need to keep increasing it to increase performance.
It’s important to match rewards to personal effort and not just seniority or longevity of employment.
When you do give a reward make sure that it matches the individual needs and that it is not just a blanket award.
It has to be something that the individual will want to do and not feel embarrassed by it.
Publicise good performance.
Before you give any reward ask yourself if there are any negative issues likely to result, for example, increased stress to the individual. If in doubt don’t do it or choose another reward.
Remember, the rewards are given as a ‘thank you’ for good performance not as a motivator for continued good performance.
There is nothing to stop you sharing the benefits of success. If performance saves money consider sharing a part of it amongst the team or with the individual concerned.
If you expect peoples’ performance to be poor it will be.
Expecting a high performance shows a trust and confidence in their ability to achieve.
This affect has been shown in the level of the performance of children and workers alike.
By expecting a high performance, providing suitable recognition and showing that you have the energy and the spirit to support this culture you will entice good performance to occur.
You must support these expectations in providing the environment, equipment and recognition otherwise it will quickly be seen as a one way process.
These are only limited by your imagination, (see Reward Systems – part 1).
Your team will always take their lead from you. If you are all doom and gloom the negative thoughts will spread.
Even when things are tough you must remain hopeful and upbeat.
One of the hardest times to do this is when takeovers, and similar events, may lead to redundancies.
Focus on the people and their successes.
Indicate that any problem is there to be solved. Always look for the positives from any situation.
Recognise those that show initiative and remain upbeat themselves.
If you see faces dropping talk to people either one to one or in groups.
Keep a good sense of perspective and remain in a good humour and motivation will improve.
You won’t be able to modify the current processes and environment before making an assessment of the current position.
When assessing and developing plans to change always involve the people.
Once you have the data collected and reviewed let the team see the results.
Carry out any actions you are committed to.
Don’t claim successes as your own, always praise your staff.