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Do "motivational techniques" really help?
In last week's PVT, I mentioned that:
- A Gallup poll of more 1 million employed
U.S. workers concluded that a bad boss or supervisor is the Number
1 Reason people quit their jobs.
- Poorly managed work groups are
on average 50 percent less productive and 44 percent less profitable
than well-managed groups.
- Common bad boss behaviors include
bullying, incompetence, harassment and discrimination, inadequate
compensation, not respecting leg' al rights, privacy invasion.
- A recent Monster
Meter poll asked Monster members which
TV show most closely resembled their work environments. 39% Survivor,
37% The Office, 13% CSI, 11% The Apprentice. See article at
I also talked about our Pampered Workforce.
Employees demand more money ... "management" complies
... yet, employees don't produce more. Why? Because employees feel
entitled to the increase at CURRENT PRODUCTIVITY.
Thus, employees produce the same or fewer results
at higher labor costs. Bottom line: Increased wages and fancy
benefits programs do not increase productivity!
Employees demand more money and better benefits
because of conscious-level needs that lie deep in the unconscious mind,
which translates unconscious needs into consciously expressed needs.
To understand the role of baseline motivation in workforce activities,
we must distinguish between MOTIVATION and MORALE.
However, you can't establish a motivated group
by "working on" morale. Further, you might find some unmotivated members
within a "high motivation/high morale" group...
Let's continue ...
Why is "managing emotions" the most difficult part of management
Until recently, "motivating people" was considered
the only technology for managing emotions. It was as if you could use
certain "motivational" techniques and get the desired results the
same way you can "clean-up" something like Inventory Control or Order
Entry or whatever.
But, little or no attention was paid to the
subordinates unconscious mind. Classical "motivational" techniques,
developed and quantified over the years, only built a foundation for
enhancing positive self-perception.
But, let's start with what is likely to be in your
employee's mind concerning business...
Do your employees have these typical views of "Business?"
Most people in the US have been "brainwashed" by
media and public (government)
schools that are negative toward business and business owners.
("Business just uses people, spoils natural resources, rewards only
the rich ...yada...yada... yada... ")
This brainwashing obscures the reasons why
business is important. To most people, business simply isn't important
and never will be. So, we find scant employee loyalty and abundant hostility.
Recognize that you can't conquer a lifetime's
worth of anti-business bias. Instead, take advantage of it by portraying
business as something everyone uses for personal gain, because everyone
does that anyway.
Therefore, when dealing with your manager or
subordinates, emphasize THEIR self-interest. Further, there is much
you can do to handle emotional relationships with your subordinates.
What is the difference between MOTIVATION and MORALE -- and
what difference does it make?
With respect to motivation and morale, you
have four possibilities:
1. HIGH Motivation/HIGH Morale
Most desirable. High enthusiasm,
2. HIGH Motivation/LOW Morale
Here you'll find highly motivated people
who don't feel part of a dynamic group. Maybe they feel some group
members are inferior. Maybe they feel that the group is not cohesive.
Maybe the group is scattered, like many sales forces, making opportunities
for developing high morale impractical.
3. LOW Motivation/HIGH Morale
This is a "country club" environment where
people enjoy the work climate but seldom achieve goals. The manager
might be low-key, permissive, or popular, but little more. This work
climate will eventually decline because it provides no real sense
of achievement. Subordinates need much more than "county club treatment"
to be enthusiastic achievers.
4. LOW Motivation/LOW Morale
Next week, I will discuss "hygiene factors" and "motivators"
and how proper usage can help you and your
teams be more productive. Here's a prelude:
When you apply a MOTIVATOR, it tends to "motivate
people." If you withdraw or never apply the motivator, people tend
to become demotivated.
When you apply HYGIENE FACTORS, even robustly,
you motivate no one. But, if you don't apply them, their absence will
So, you must apply hygiene factors - not to
motivate, but to avoid demotivation. To be continued
week's PVT ... Meanwhile ...
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Until next week,
Your partner in streamlining business.
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(c) 2006 Mike Hayden, All rights reserved.
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