Forment - 10 Fail-Proof Steps to Motivating Employees
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The document provides 10 steps for motivating employees, beginning with establishing respect, communication, consistency, and fairness in the workplace. It emphasizes that employees are motivated when they feel respected, understand expectations and goals, and know they will be held accountable. Regular communication through meetings and feedback ensures employees stay informed and motivated.
Forment - 10 Fail-Proof Steps to Motivating Employees
- 1. 10 FAIL -PROOF STEPS TO MOTIVATING EMPLOYEES PRESENTED BY PEDRO P. FORMENT Jackson Lewis LLP 576- Tel: (305) 576-7600 E-mail: pedro.forment@jacksonlewis.com
- 2. BASIC PREMISE 1. UNHAPPY/MISERABLE/UNMOTIVATED EMPLOYEES & MANAGEMENT CANNOT CREATE A PRODUCTIVE/POSITIVE/SUCCESSFUL WORKPLACE WHAT COMES OUT REFLECTS WHAT WAS PUT IN 2. YOU GET RETURNS ONLY ON INVESTMENTS NO FREE LUNCH- EVEN WINNING THE LOTTO REQUIRES PLANNING AND WORK
- 3. 3. MONEY IS RARELY A LONG-TERM MOTIVATOR IN CREATING A POSITIVE/PRODUCTIVE WORK ENVIRONMENT THAT BENEFITS ALL - JUST READ THE NEWSPAPER OR WATCH TV (INDIVIDUAL GREED AT EXPENSE OF COMPANY/EMPLOYEES) - MAY HELP KEEP FOLKS FROM BECOMING LESS MOTIVATED- BUT RARELY WILL IT MAKE THEM MORE MOTIVATED 4. EVERYONE IS MOTIVATED DIFFERENTLY, EVEN THOUGH THE GOAL IS TO HAVE EVERYONE WORKING TOWARDS SAME END. - DON’T ASSUME YOU KNOW HOW TO MOTIVATE OTHERS BECAUSE YOU KNOW WHAT MOTIVATES YOU
- 4. 5. A MOTIVATED EMPLOYEE AND WORKPLACE SHARE COMMON CHARACTERISTICS: 1. Respect 2. Communication 3. Consistency 4. Fairness 5. Accountability 6. Recognition 7. Opportunity 8. Innovation 9. Common Sense/Good Sense 10. Continuous Evolution to Next Level
- 5. THE 10 FAIL-PROOF STEPS TO MOTIVATING EMPLOYEES
- 6. SO WHAT ELSE DO I GET BESIDES MOTIVATED EMPLOYEES/WORKPLACE? Significantly reduce: - Discrimination/harassment/whistleblower claims - Employees finding it necessary to get an attorney to address workplace issues/concerns - Number of toxic employees (you will weed these out) - Amounts paid to attorneys to fix problems Maximize: - Competent productive employees = long-term viability and growth of company
- 7. 1: RESPECT NEVER MET A MOTIVATED PERSON WHO DID NOT FEEL RESPECTED - TAKE INVENTORY OF HOW MANAGERS/SUPERVISORS INTERACT WITH EMPLOYEES AND VICE VERSA Red Flags: - Consistently at the center of complaints - Failing to appreciate difference between “speaking with” and “talking at” - Understand impact of body language (turning away, rolling eyes, “the Hand”) - The “turf”, “clan” mentality (these are “my people” and those are “your people”)
- 8. TAKE INVENTORY OF HOW EMPLOYEES INTERACT WITH EACH OTHER RED FLAGS * Same rules as with managers (prior slide) * Listen to customer service or vendor complaints/concerns (play back tapes or share information with employee) * Employees may have very different notions of what constitutes “respectful” behavior depending on background (social, cultural, etc.).
- 9. TAKE ACTION TO DEFINE OR TWEAK WHAT IS AND WHAT BECOMES ACCEPTABLE WORKPLACE CONDUCT ROOTED IN RESPECT -- Just because we are all “different” does not mean behavior/conduct cannot be uniformly respectful- (Hogwash) -- Address managers/supervisors/employees individually and give very SPECIFIC EXAMPLES of conduct that is disrespectful or problematic and EXPLAIN why it is so -- Incorporate discussion of workplace interactions into staff meetings, performance reviews, one-on one meetings -- Provide opportunity for improvement but know when to call it quits and remove toxic behavior (employee)
- 10. 2: COMMUNICATION YOU CANNOT BE MOTIVATED TO RUN IF YOU HAVE NOT BEEN TOLD WHAT DIRECTION IS THE FINISH LINE - OPENLY acknowledge the opportunities for improvement. Allow others to do so as well (communication is two ways) - Discuss how to move forward (with everyone) - Clearly identify specific expectations with regard to behavior/conduct; performance goals; conflict resolution; tools for how these will be accomplished (with everyone)
- 11. - Folks are rarely born good communicators- it takes practice. Build-in opportunities for communication (unless you create a built-in structure; communication will likely not happen) - The impact of office behavior, communication, interpersonal skills, is just as “real” or more so than any other aspect of work. Unless you incorporate it into everyday considerations at EVERY level, it will never be acknowledged or made part of job expectations.
- 12. TOOLS: (Meetings should be scheduled in advance and require that folks come with solutions to issues identified) 1- Regular meeting between upper management schedule in advance and give assignments 2- Regular meeting between Management-Supervisor where part of agenda is set by the supervisors – the folks with their ears to the ground schedule in advance and give assignments 3- Regular Supervisors Only meetings where they identify: - 3 issues to solve with solutions for each - 3 issues they have solved and how - 3 resources/tools they would like from upper management to become more effective
- 13. 4- Regular Department/Team meetings where part of agenda is set by employees schedule in advance and give assignments 5- One–on- one meeting between Supervisor and Employee (30 min) schedule in advance and give assignments - Have employees identify what motivates them - Have them tell you what they need to succeed - Cannot motivate if you do not know your employee 6- Skip level meeting where employees meet with Supervisor’s direct report schedule in advance and give assignments
- 14. 7- Communication Board (Departmental/Team) - rotating team (all levels) responsible for upkeep 8- Newsletters and Bulletins - special achievements - important information - feedback from clients/customers 9- Share customer/client communications with employees (positive and negative) 10- Have note-takers to prepare minutes of meetings and distribute to all appropriate personnel
- 15. 3: CONSISTENCY INDIVIDUALS ARE MOTIVATED WHEN THEY UNDERSTAND DAY TO DAY WHAT NEEDS TO BE DONE (CONSISTENCY)- ITS DIFFICULT TO BE CONSISTENT UNLESS YOU HAVE: -CLEARLY ESTABLISHED EXPECTATIONS & GOALS -IDENTIFIABLE WAYS TO MEASURING OR ESTABLISH IF THESE HAVE BEEN MET -ABILITY TO COACH TO ENSURE GOALS ARE ACHIEVED -PREDICTABLE OUTCOMES FOR MEETING/NOT MEETING EXPECTATIONS/GOALS
- 16. TOOLS: 1. Performance Reviews - Tailored to specific employee’s job duties and conducted by person with actual knowledge of employee’s work - Train managers on how to perform effective reviews - Provide for employee input
- 17. 2. Clearly communicated policies or methods - if the department has changed the way it handles certain work; have department-wide meeting so everyone hears same message at same time 3. Identify managers who are not complying with policies and are doing it “their own way” - may undermine overall efforts to keep folks working in same direction - creates potential for “clicks” and internal camps - sends message that policies are not enforced - sends message that things are arbitrary
- 18. 4. Consistency does not mean inflexible or rigid. - Know when special circumstances require special consideration and/or when to think outside the box - There has to be a rational reason why you do things a certain way; if you don’t understand why something is done or expected to be done in a particular way, likelihood is folks may not feel particularly invested to do it that way. - If you have consistently done something that does not work or has worked poorly, CHANGE IT. Consistency for consistency’s sake is poor management.
- 19. 4: FAIRNESS INDIVIDUALS ARE MOTIVATED IF THEY ARE PLAYING ON A LEVEL FIELD WHERE PERFORMANCE WILL BE THE JUDGING CRITERIA TOOLS: 1- Recognize that management is not always right 2- You should expect the “total package” (performance/behavior) but there is no place for “personal attacks” 3- Coaching (not discipline) must always be for purposes of elevating employee
- 20. 4- Ensure that similar behavior/performance issues are handled and addressed similarly - Should not depend on the luck of the draw - which manager or department or supervisor - Who “likes you” and who does not - Whether or not you socialize outside (or your kids go to the same school, etc) 5- As in life- don’t hold grudges - Allow all employees to improve – don’t label them (they will live up or down to your label) - Look at them with fresh eyes and give them opportunity to change behavior
- 21. 5: ACCOUNTABILITY MOTIVATION COMES FROM KNOWING YOU ARE CRITICAL TO SUCCESS AND EVERYONE WILL BE HELD ACCOUNTABLE FOR THEIR ROLE TOOLS: 1- You must articulate to each employee how that employee makes a difference and how they are key to the success of the office (conversely- do the same for those who are a hindrance and provide specific steps to be achieved to be a contributor)
- 22. 2- Never ignore problems or lapses. Unless you address them you are sending the message that no one notices or cares. - Addressing does not mean crushing; coaching must always be presented as an “investment” for purposes of assisting the employee’s growth. 3- Its perfectly acceptable to reach a decision that an employee is NOT suited for employment. There are some who will not become good employees even under the best of circumstances - Give them an opportunity to shine elsewhere
- 23. 6: RECOGNITION YES, IT DOES MATTER. ITS NOT THE VALUE OF THE MEDAL AT THE END OF THE RACE, IT’S WHAT IT REPRESENTS (YEARS OF TRAINING AND HARD WORK) WHAT WOULD YOU STOP DOING IF THERE WAS NO ONE THERE TO ACKNOWLEDGE YOUR EFFORTS (PAY MORTGAGE, WORK, LOVE, STAY HEALTHY, DONATE AN ORGAN)
- 24. TOOLS 1- Define what excellence and “going above” means and reward it regularly - Don’t reward mediocrity; it lowers the bar 2- Recognition comes in all sorts of ways and does not require cash - Certificate of Appreciation - Announcement at meetings, on boards, letter to the President (and provide a copy to employee) - Special participation as a speaker (what can others learn from you)
- 25. 3- Reward as soon as you learn about it. Old news is no news. 4- Rewarding also sends message to others about the types of behaviors or performance that are “above and beyond”. 5- Be specific about what you are rewarding - Mary works a lot she is so helpful (Vague; Limited Value) - Mary had a very difficult client that wanted ______ and this is how Mary solved this issue___________. What Mary did was ___________.
- 26. 6- Prior to Performance Reviews Have Employees Identify What they Believe their Accomplishments Were During That Review Period. 7- Recognition should be all around and at every level (managers, supervisors, team leaders, employees). 8- Post customer surveys, letters from customers/clients/vendors etc. 9- Only insecure managers take the credit for positive outcomes. Focus the attention on those in your team. They reflect your achievements (ability to manage effectively).
- 27. 7: OPPORTUNITY FOR GROWTH WHO GETS MOTIVATED BY FEELING STAGNANT? THERE IS ALWAYS ROOM FOR GROWTH, EVEN WITHIN THE SAME POSITION Tools: 1- Have employees identify what next steps they wish to accomplish (learn new area; take on more complex issues; improve upon system)
- 28. 2- Are there co-teaching/self-teaching opportunities? - online training and resources - employees working in teams present teaching sessions on sporadic basis to each other 3- Create opportunities for supervisors and employees to discuss with each other what they do. 4- Encourage problem solving levels that have employees relying on each other, then taking up to next level if required.
- 29. 8: INNOVATION STAGNATION HAS ITS LIMITS- HOW DO YOU GET MOTIVATED WHEN NOTHING CHANGES EVERY WORKPLACE WILL BENEFIT FROM EMPLOYEES THINKING HOW THINGS CAN BE IMPROVED. ENCOURAGE AND PROMOTE MEANINGFUL AND WORKABLE INNOVATION.
- 30. TOOLS: 1- Require that everyone who comes to speak to someone (at any level) about a problem, provide a suggested solution(s) to each problem raised 2- Actively solicit input on how to improve systems, procedures, etc. at departmental or team meetings. If a suggestion will not work, provide specific information as to why it won’t (just saying NO adds nothing positive) Work with underlying issue to see how suggestions may work with modification
- 31. 3- See how employees who are efficient and working well do things – can you learn from them and incorporate best practices from them across department/team? 4- Encourage managers/supervisors to master the art of smart delegating 5- Provide information to employees on what is happening in the industry, business etc. 6- When you spot a problem, open it up to a Challenge Have folks submit entries on solutions etc.
- 32. 9: COMMON SENSE/GOOD SENSE YOU DO NOT NEED TO BE A ROCKET SCIENTIST TO FIGURE OUT WHAT WORKS AND WHAT DOES NOT USE INTERNAL RESOURCES TO CHART OUT HOW TO GET THERE DON’T UNDERESTIMATE THE VALUE OF COMMON SENSE
- 33. TOOLS There is such a thing as a “factory defect”. Its hard to “teach” common sense. So if anyone lacks it over prolonged period of time it may mean they need to find a job that does not require it
- 34. 10: CONTINUOUSLY EVOLVE TO NEXT LEVEL MOTIVATION IS AN ACTIVE ONGOING FORCE; IT REQUIRES FORWARD MOVEMENT YOU SNOOZE- YOU LOOSE
- 35. TOOLS: 1- Re-examine procedures, processes, policies, expectations - Do they make sense? - Are the reasons they were implemented still relevant? - Do they pass the smell test? (common sense?) 2- There may be some who are resistant to any change; the solution is NOT to give up on change. - Help them see the benefit of change and how to become comfortable understanding that “change” does not mean “instability” - If you do not evolve you become extinct
- 36. 3- Openly discuss what is being considered for change and why -“Because I said so” or “because they said so”- is not a viable reason anyone will stand behind. - You are more likely to adopt change if it makes sense on some level and you understand rationale. Try doing well, something you do not understand. 4- If what was implemented does not work, don’t be prideful; Tweak or Change it to What Works.
- 37. THANK YOU!