Masonry Magazine January 2001 Page. 54
Motivational Tips
People are motivated by a variety of factors, including accomplishments, beliefs, and idiosyncrasies. Most people have an "ideal" image of themselves: a favorable set of attributes they believe they possess. When you show appreciation of the employee who has a habit of wearing offbeat lapel pins, for instance, or the customer who exhibits eccentricities, you may well be affirming their sense of identity and building a strong bond with them.
Esteem is closely related to pride and identity. People who hold high esteem feel good about themselves; people motivated by esteem are gratified by the belief that their efforts are worth something to other people. You reinforce feelings of esteem when you thank and compliment the customer who calls defective service to your attention. Ditto for the words of praise you offer an experienced employee when you tell her that you don't know what you'd do without her.
Community. People want to be accepted by others. They want friends and peers to recognize them, talk to them, like them, build relationships.
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Motivational Tips for the Busy Manager
1. Remember that people are individuals. What motivates one individual may not motivate another.
2. Most people must meet their basic safety and security needs before "higher level" needs, such as esteem, creativity and pride come into play.
3. Keep both the needs of the workplace and the needs of individual employees in mind as you set goals. The more closely workplace and employee goals resemble each other, the easier your job of motivating employees will be.
4. Discuss the needs of your employees in your one-to-one supervisory meetings.
5. Remember that your words carry weight and power. When you talk with employees, use your words to reinforce the needs you're trying to meet.
6. Offer informal career and life counseling to employees. Do what you can to help them meet their future needs.
7. Try to learn what has motivated individual employees in the past. Use what you learn as the basis for your actions in the future.
8. Understand the personal pressures your employees face. Don't get heavily involved in their personal affairs, but try to learn which of their needs are not being met- and act accordingly.
9. Help employees meet your needs and theirs by setting specific "contracts" for completion of work or objectives.
10. When an employee feels especially anxious or depressed about work, suggest he or she see an outside counselor. If you have access to an Employee Assistance Program, make use of it.