1. WHAT IS
MOTIVATION?
If you do not know
what motivates a
person, just ask
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2. WHAT IS
MOTIVATION?
Assess your own
motivation levels as
well as those of your
staff
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3. WHAT IS
MOTIVATION?
Use persuasion and
influence in order to
encourage self-
motivation
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4. RECOGNIZING
NEEDS
Establish what the needs
of your staff are, and
assist in meeting them
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5. RECOGNIZING
NEEDS
Remember that
making work fun does
not mean making it
easy
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6. RECOGNIZING NEEDS
Try to motivate through
the use of voluntary
social and sports
activities
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7. RECOGNISING NEEDS
Use inter-team
competition to help
stimulate team spirit
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8. RECOGNIZING
NEEDS
Keep the number of
supervisors to a
minimum
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9. RECOGNIZING
NEEDS
Remember that
different people are
motivated in
different ways
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10. UNDERSTANDING
BEHAVIOUR
Be aware that the
systems that your staff
use may be
demotivating
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11. UNDERSTANDING
BEHAVIOUR
Look for positive
responses to any
criticisms - they are good
signs of motivation in
staff
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12. UNDERSTANDING
BEHAVIOUR
Maintain eye contact
with your staff
whenever you speak
with them
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13. UNDERSTANDING
BEHAVIOUR
Ask your staff if any
changes at work would
help to motivate them
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14. UNDERSTANDING
BEHAVIOUR
Learn to see the
difference between
work problems and
personal ones
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15. UNDERSTANDING
BEHAVIOUR
Keep work as varied
as possible to avoid
causing demotivation
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16. UNDERSTANDING
BEHAVIOUR
Treat departures and
absenteeism as warning
signs of demotivation
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17. ASSESSING YOUR
ATTITUDE
Ensure staff know both
their role and its
importance
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18. ASSESSING YOUR
ATTITUDE
Demonstrate your
competence at every
opportunity
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19. ASSESSING YOUR
ATTITUDE
Improve order and
control by using
collaborative
management
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20. BEING A GOOD
MANAGER
Do not just assume
you are “visible”-
ensure that it is true
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21. BEING A GOOD
MANAGER
If bad results occur,
review your own
motivation as well as
employees’.
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22. BEING A GOOD
MANAGER
Show respect to your
staff, and they will
show it to you
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23. IMPROVING
COMMUNICATION
Strengthen your
message by using
several means of
communication
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24. IMPROVING
COMMUNICATION
Deliver in-company
communications as
soon as possible
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25. IMPROVING
COMMUNICATION
Encourage your staff
to participate in
decision-making
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26. IMPROVING
COMMUNICATION
Keep staff informed
wherever possible-
uncertainintes are
very demotivating
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27. IMPROVING
COMMUNICATION
Encourage
disagreement - it often
paves the way to
consensus
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28. IMPROVING
COMMUNICATION
Make time to stop and
chat rather than
simply greeting staff
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29. IMPROVING
COMMUNICATION
Always ask staff for
their opinions about
decisions that affect
them
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30. IMPROVING
COMMUNICATION
Be aware of office
politics, and set an
example by never
taking part yourself
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31. CREATING
A NO-BLAME
CULTURE
Do not gamble, but
combine risks with
excellent planning
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32. CREATING
A NO-BLAME
CULTURE
Praise work well done,
even if some targets
are missed
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33. CREATING
A NO-BLAME
CULTURE
Take risks only when
the chances of success
are high
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34. CREATING A
NO-BLAME
CULTURE
Be firm but fair when
you are drawing
attention to error, and
do not pull any
punches
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35. WINNING
CO-OPERATION
Find the root cause of
repeated complaints,
and eradicate it
quickly
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36. WINNING
CO-OPERATION
Always check that
your wishes have been
understood
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37. WINNING
CO-OPERATION
Inform staff of the use
of their ideas and
success rates
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38. WINNING
CO-OPERATION
Have a good reason
and an explanation for
refusing a request
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39. WINNING
CO-OPERATION
Never offer to finance
anything unless you
can raise the funds
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40. WINNING
CO-OPERATION
Consider ideas from
staff at all levels of
seniority
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41. WINNING
CO-OPERATION
Make use of the
positive elements of
each person
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42. ENCOURAGING
INITIATIVE
Give people the
opportunity to use
their own initiative
whenever possible
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43. ENCOURAGING
INITIATIVE
Acknowledge all
suggestion box ideas
immediately - handle
any rejections tactfully
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44. ENCOURAGING
INITIATIVE
Encourage staff to
achieve by setting high
but realistic targets
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45. ENCOURAGING
INITIATIVE
Do not be too fast in
accepting “NO” for an
answer
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46. ENCOURAGING
INITIATIVE
Give your staff a
say in the setting of
targets
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47. MOTIVATING
INDIVIDUALS
Stretch people with
goals that push
them to perform
better
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48. MOTIVATING
INDIVIDUALS
Make the most of
new staff by first
making them feel
welcome
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49. MOTIVATING
INDIVIDUALS
Form your own
opinions of your
colleagues and staff
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50. MOTIVATING
INDIVIDUALS
Be as natural as
possible, but tailor
your approach to
each individual
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51. MOTIVATING
INDIVIDUALS
Remember that what you
measure and reward is
what you get
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52. MOTIVATING
INDIVIDUALS
Do not put a ceiling
on incentives - it
limits motivation
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53. MOTIVATING
GROUPS
Ambition dictates
achievement, so be
sure to encourage
big ambitions
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54. MOTIVATING GROUP
Confront trouble
makers as soon as you
become aware of their
presence.
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55. MOTIVATING
GROUP
Cure any bad systems
as a first step to
conquering poor
morale
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56. MOTIVATING
GROUPS
If demotivation
occurs, consider
changing your
business sytem
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57. PREVENTING
DEMOTIVATION
Do not wait for
annual appraisals to
talk about staff
performance
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58. PREVENTING
DEMOTIVATION
Talk about work related
problems to prevent
them from becoming
more intense
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59. PREVENTING
DEMOTIVATION
Allow people to talk
about what
demotivates them, and
listen carefully
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60. PREVENTING
DEMOTIVATION
Bad news always travels
fast, so deliver it as
quickly as possible
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61. PREVENTING
DEMOTIVATION
Emphasize to staff the
benefits of all reforms,
however unwelcome
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62. DEALING WITH
DEMOTIVATED
PEOPLE
Assess the reasons for
demotivation before
considering any action
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63. DEALING WITH
DEMOTIVATED
PEOPLE
Consider all the options
before losing valued
team members
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64. APPRAISING
EFFECTIVELY
Keep the appraisal
relaxed and friendly
- do not make it an
inquisition
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65. APPRAISING
EFFECTIVELY
Take the chance to
improve yourself by
asking staff to appraise
you, too
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66. APPRAISING
EFFECTIVELY
Always start appraisals
by discussing the
progress made and
success achieved
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67. APPRAISING
EFFECTIVELY
Find out about the
quality of support
given in the job
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68. APPRAISING
EFFECTIVELY
Provide training in
small, regular dosses
rather than one long
course
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69. APPRAISING
EFFECTIVELY
Follow up on any
courses to check
their quality and staff
responses
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70. APPRAISING
EFFECTIVELY
Give staff chances to
use and increase their
expertise
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71. APPRAISING
EFFECTIVELY
Sit in on training
courses to ensure the
quality is high
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72. EVALUATING
EACH JOB
Regard grading and
similar systems with
caution - not as scared
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73. EVALUATING
EACH JOB
Pay your staff members
for responsibility and
contribution, not for
seniority and status
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74. EVALUATING
EACH JOB
Do not allow job
specifications to be
perceived as
“straitjackets”
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75. EVALUATING
EACH JOB
Ensure that jobs offer a
wide range of
stimulation and
variation
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76. EVALUATING
EACH JOB
Get the money right,
or everything else
could easily go
wrong
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77. EVALUATING
EACH JOB
Watch costs of fringe
benefits -
unwatched, they
tend to soar
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78. EVALUATING
EACH JOB
If you are the
highest payer, be
sure to get the
highest results
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79. ENRICHING
JOBS
Delegate whole tasks
to improve efficiency
and motivation
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80. ENRICHING
JOBS
Give staff every
opportunity to use
newly acquired skills
once training has
finished
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81. ENRICHING
JOBS
When an idea is accepted,
let its creator implement
the suggestion
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82. EMPOWERING
STAFF
Ensure your staff do
not suffer under
externally imposed
limitations
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83. EMPOWERING
STAFF
Find out about a job
from the person
doing it
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84. BUILDING
CAREERS
Find an assignment
for anyone who has
not had one in the
past year
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85. BUILDING
CAREERS
Encourage your staff
to enrol for regular
training it will pave
the way to future
success
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86. BUILDING
CAREERS
Do not underuse
people - it causes them
as much stress as
overuse
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87. BUILDING
CAREERS
Utilize as many of
each person’s skills
as possible
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88. RECOGNIZING
EXCELLENCE
Seek early chances to
promote able,
younger members of
your staff
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89. RECOGNIZING
EXCELLENCE
Use monetary rewards
as flexibly as possible to
get the most of their
motivational value
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90. RECOGNIZING
EXCELLENCE
Use taskforces to
develop your best
people
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91. MOTIVATING
THROUGH CHANGE
Take every chance to
preach quality and
practise improvement
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92. MOTIVATING
THROUGH CHANGE
Make one major change,
while also going for
many small ones
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93. MOTIVATING
THROUGH CHANGE
Ensure that all staff
members are involved
in quality improving
schemes
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94. REWARDING
EXCEPTIONAL
PERFORMANCE
Make sure that the
rewards you give are
the icing - not the cake
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95. REWARDING
EXCEPTIONAL
PERFORMANCE
Look first at those
rewards that do not
cost anything to
supply
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96. REWARDING
EXCEPTIONAL
PERFORMANCE
Make contests for
non-financial
rewards as much fun
as possible
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97. REWARDING
EXCEPTIONAL
PERFORMANCE
Do not let sliding-
scale cash rewards
become a source of
demotivation
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98. REWARDING
EXCEPTIONAL
PERFORMANCE
Give performance
related rewards, not
just pay rises, where
possible
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99. REWARDING
EXCEPTIONAL
PERFORMANCE
Use certificates and
engraved presents as
reminders of high
achievement
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100. KEEPING
MOTIVATION
HIGH
Change your own
working methods if it
will improve staff
motivation
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101. KEEPING
MOTIVATION
HIGH
Check on morale levels
by talking to members
of staff on a regular
basis
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102. THANK YOU !
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