MOTIVATING EMPLOYEES IS LIKE TRYING TO TAKE SPOTS OFF A LEOPARD!

Leaders, You Can Create a Culture Where Employees Are Motivated!

When I’m asked to provide a “Motivational Training” for a company red flags appear in my mind. First off, you cannot motivate anyone, but you can create the kind of work culture where they tap into their own motivation, and more importantly, aren’t demotivated. Instead of adding something to your leadership or style, most often what is needed is to eliminate something, those road blocks and detours that suck the life and vision from employees. What you can do is set-up environments and training that engender success, where their personal “mojo” isn’t stamped out or suffocated. What do I mean by demotivators?  Some examples are:

• Creating rules for the whole office, instead of approaching and correcting the one violator
• Playing favorites
• Expecting “group think” where everyone knows they must agree or be counted a covert.
• Undermining their ideas by adding small touches of your own to them.

These and more will bind up an employees vision and energy, but the greatest culprit is not understanding each employees natural motivators and demotivators.

Example

For instance, Jason, a “High C” (according to DISC), is a quality control, analytical, creative, deep thinker type person; think of an engineer, or banker. He works best in a quiet, contemplative environment where he can process his thoughts and take into account all the facts before making decisions.

1. He needs time to review, organize, calculate, process, and reflect on the cost of a particular decision before being forced to come to a conclusion.
2. Consistency and stability connote peace and security, therefore allowing him to be at his best. Change and chaos deplete his energy and ability to work effectively. The kind of change I’m talking about is as simple as moving the office furniture, or changing a system of operation. Am I saying you can never do this? No, but there are ways to effectively prepare him to accept and adjust to change that will make it easier on him, not stealing his attention or motivation.

How can this information empower you as the leader?

It helps you help Jason by:

• Finding Jason a room or cubicle away from the hustle and bustle of the front desk, or lobby area.
• Placing him where he isn’t caught by the drama of the office, by being close to those who may ask uncomfortable questions of him, which is nearly anything personal.
• Minimizing unnecessary change.
• Valuing his view of quality control, while at the same time taking into consideration his concerns.

And lastly, providing a training on DISC so that colleagues understand and respect the differences in motivation and behavior so there is a collaborative effort and culture in the office instead of finger pointing, blame, estrangement, independence or negative competitiveness in the  culture.

What this example depicts isn’t changing the person, but understanding and working with his natural bent so that you’re eliminating any obstacles that impose on his natural motivation.  Something a superior manager/leader will take into account. By taking the time to understand and value the differences in your employees, you have the power to create a positive, even energized environment where they can then tap into their own motivation.

Your Coaching Action Plan:

1. Discover your employees differences by either providing a training on DISC, or some kind of behavioral style system. Next, put it to work for you. You may have the knowledge of DISC, but it’s worthless without implementation.
2. Next, take the time to learn what is demotivating each employee.
3. Once you have this information, involve them in creating new or revised systems of operation, that will lend toward greater energy and better work habits.

Need assistance with any of the above, contact Sue to learn of the programs, trainings and materials she has to support you and all your efforts.