Let your team "be like wolves and invincible"
Li Yunlong, who is shining his sword, has a way to inspire his soldiers, material and spiritual. His soldiers, like him, are not afraid of death and speak of unity. Let your employees be inspired to go forward with passion, and let your team "be like wolves and invincible" to do a magnificent career.
"The brave will win when the two armies meet", and the brave will have courage and morale. In the fierce market competition of enterprises, a team with low morale cannot succeed. Nielsen, a famous management consultant, pointed out that one of the important trends of enterprise operation in the future is that enterprise managers will no longer play the role of authority as they did in the past, but will try to stimulate staff morale, indirectly ignite staff potential and create the highest efficiency of the enterprise in a more effective way. Motivation aimed at stimulating morale needs new ideas.
1. From material motivation to spiritual motivation
As a leader, it is not enough to understand the employees' inner desire. Don't think that more bonuses and more good words can motivate employees. People are a very complex thing. To make them work hard for you, you need to use more subtle means. There are several ways to fully meet the needs of subordinates, at the same time, to stimulate their enthusiasm and drive, and improve work efficiency.
——Draw a vision for them. Leaders should let their subordinates know the whole picture of the work plan and see the results of their own efforts. The more employees understand the company's goals, the higher their centripetal force towards the company, and the more willing they will be to enrich themselves to meet the company's development needs. So leaders should make clear what they are talking about and not confuse facts with opinions. Constantly provide them with important company information related to their work. If not fully informed, employees do not have to waste time and energy to listen to gossip, but can also concentrate on work.
——The power conferred on them. Grant is not only the appointment of officials, but also the power of leaders when assigning work to their subordinates. Otherwise, it will not be granted. Therefore, it is necessary to help the authorized persons remove the psychological barriers, so that they feel that they are "alone" and shoulder a complete responsibility. One way is to let all relevant people know the rights and responsibilities of the authorized person; Another important point is that once authorized, there will be no interference.
——Give them a good appraisal. Some employees always complain that leaders will only notice employees when they make mistakes. As a leader, you'd better give your subordinates the following feedback as much as possible, that is, praise your employees publicly, and put forward negative criticism privately.
——Listen to their complaints. Don't interrupt the report of the subordinate, don't rush to make a conclusion, don't make a diagnosis casually, and don't give suggestions casually unless the other party wants to, so as not to become "blind command". Even if the subordinate really comes to you to discuss work, your responsibility should be to help the subordinate discover his problems. So, you just need to provide information and emotional support, and avoid saying things like "you've always done well, don't mess up".
——Reward their achievements. Recognition of subordinates' efforts and achievements can not only improve work efficiency and morale, but also effectively build their confidence.
——Provide necessary training. Supporting employees to participate in vocational training, such as attending classes or seminars paid by the company, can not only improve the morale of subordinates, but also provide them with necessary training. Education and training will help to reduce the shameless mood, reduce work pressure and improve the creativity of employees.
2. From organizational motivation to self-motivation
It takes too much time and energy to change a person, and it may only take one sentence to motivate a person sometimes. Talent is not a stupid dog bear, not a Persian cat lying lazily on the side of the road to bask in the sun. Talent is a tiger. It is born with the ambition to achieve a career in the wild mountains and forests. Every talent has the instinct of self-motivation. They all want to be able to be independent, hope to exert their abilities, and hope to be recognized, I hope that my work is meaningful. If a smart organization or leader can use their instinct to motivate talents, it may not even cost a penny.
If an organization cannot effectively motivate employees, there may be some of the following factors that hinder talents from achieving self-motivation: 1. The organization is full of political tricks and intrigues; 2. The interpersonal relationship is too complex, and I don't know who is with whom; 3. The organization has no clear hope value for the performance of talents, does not know what to do, and does not know what degree to achieve; 4. There are too many unnecessary systems for talents to follow and few rewards, but there is always one way to punish talents; 5. Let talents participate in many delayed meetings; 6. Excessive internal competition is carried out among talents, and the evaluation criteria are unfair and fair; 7. Failure to provide necessary support for talents to complete the work; 8. Provide critical rather than constructive feedback; 9. Tolerance of poor performance makes employees with good performance feel unfair; 10. Not enough attention has been paid to the full play of talents.
To take advantage of talents' self-motivation instinct, we should explore the real motivation factors and say goodbye to the non-motivation factors listed above. Use employees' internal desire to promote them to achieve maximum motivation and productivity. Instead of trying to change talents one by one, you should try to change your organization, reduce the negative factors that do not use motivation, and fully mobilize talents' instinct to achieve self-motivation. Motivation is a double-edged sword. If used well, it will promote talents to stay, and if not used well, it will hurt the self-esteem of talents, which has the opposite effect,. Every talent has a hope that they should not regard themselves as "self-respecting people", "value people" and "self-realization people". Therefore, the focus of motivating contemporary talents should be on "affirmation", just as Harvard University professor Kant said: "salary is a right, and only affirmation is a gift." "Negative motivation" (such as criticism, severe punishment, etc.) should be used as little as possible.
3. From form to effect
If the enterprise leaders want to achieve the maximum effect of incentive methods, they need to grasp the essentials of timeliness, clarity and customization, and give employees a sense of mission and full autonomy to work, so as to meet the needs of different contributors under the principle of fairness.
You are anxious about the achievement of this year's annual goal, but it seems that the morale of the office staff is always low, and there is nothing to do, and the employee turnover rate cannot be reduced.
Then look at your company: it has a broad vision, and its strategy is very clear, and its investment in software and hardware equipment is never stingy. What is the problem?
For many executives, such doubts often arise from their hearts. In addition to environmental factors, let's first see whether the incentive methods of supervisors need to be improved.
Generally speaking, there are five basic types of ways to reward employees: 1. Material rewards explicitly stipulated by the company. The company has set goals in advance. When the employees' performance reaches the standard, the company will give them material rewards such as bonuses or gifts. 2. The material reward given by the boss flexibly. According to the work performance of employees, the boss will give them additional material rewards. 3. Give employees positive feedback. Let employees know their excellent performance in different ways. 4. Publicly recognize employees' performance. For example, promotion, awarding the Best Employee Award, etc. 5. Privately commend employees' performance. For example, invite employees to eat and give them extra leave.
Marty Brounstein, a management writer, pointed out in the magazine Selling Power that no matter what kind of incentive method the director takes, in order to achieve the best effect, these practices must meet the following standards:
——Immediate. Don't wait until the year-end bonus is paid to reward employees. When employees have good performance, they should be rewarded as soon as possible. The longer the waiting time, the more likely the effect of rewards will be discounted. Nelson particularly stressed that praising employees should comply with the "immediate" principle: business managers should spend as little as possible a few minutes before the end of each day to write a note to praise employees who perform well, or look at employees through walk-through management to encourage employees in time; Take time to have lunch and coffee with employees; Publicly praise and privately criticize. In short, as long as managers spend more effort, employees can be greatly comforted and encouraged, so as to greatly improve work efficiency.
——Clear. Vague compliments such as "You did a good job!" have little meaning for employees. The supervisor should clearly point out what works well for employees, and let them know that the company expects them to repeat their good performance.
——Let employees fully understand. The supervisor must let all employees know clearly in advance what the reward will be offered? What are the evaluation criteria? For example, don't tell employees: "If the company does well this year, you will get funds." Explain what the company does well, what percentage of the company's operating income will become employee bonuses, how to determine these figures, and when employees can get bonuses. Clear rules of the game can encourage employees to work with goals and steps.
——Tailored to the needs of individual employees. The rewards provided by the company must be meaningful to the employees, otherwise the effect will be small. Each employee can be motivated in different ways. The company should imitate the practice of buffet and provide multiple rewards for employees to choose. For example, for professional women with mothers and children, the reward of working at home for a day is more attractive than a large salary increase.
——It is consistent with the normal practice of the company. A gentleman who is usually bad to his wife, even if he gives her a bunch of flowers on Valentine's Day, the effect will not be great, and even will be regarded by his wife as just compensation for his guilt. In the same way, the bonus at the end of the year will not make employees suddenly change their outlook on the company if they are not good to their employees at ordinary times.
4. From "hindsight" motivation to proactive motivation
The general incentive measures are to reward employees after they have performed well. In fact, the company can also take the lead to motivate employees to produce good performance. The actual practices include:
——Set clear goals and fair evaluation system. The British People Management magazine pointed out that the goals that can motivate employees most must be both challenging (competing with others, or setting standards, etc.) and achievable, and have a deadline for achieving them. In addition, the company must establish a reward method that employees think is fair, including performance evaluation and reward and punishment standards. It must be noted that some companies achieve fairness by assuming that the rewards for all employees are the same. In fact, there should be different rewards for employees with different contributions.
——Give a sense of mission. Let employees know their work contributions, which can make employees who are engaged in the most common work full of motivation. For example, when an employee who makes a living by cleaning up sewage thinks that his job is to "save the increasingly polluted environment", his work morale will improve a lot. Without such a sense of mission, even a high-paying job may be just another busy job.
——Give employees autonomy. Research has proved that even if you only give employees the power to adjust the brightness of office lights, this small power will make them more motivated to work.
——Meet the needs of employees. In addition to providing employees with basic work resources, it is also necessary to further meet the personal needs of employees, so that employees do not need to worry about the trivial matters of daily production at work.
——Provide positive feedback. Some supervisors like to praise and criticize in private and in public. In fact, on the contrary, only private criticism and public praise can motivate employees more. For employees with poor performance, sometimes the supervisor must help them build confidence, give them smaller and easier tasks, let them taste the taste of success, and give them positive feedback. Then give them more important tasks to guide them to perform well.
——Recognize everyone's contribution. Gregory Smith, an enterprise management consultant, pointed out in the CEORefeser magazine that every employee's good performance, no matter how small, can have an incentive effect if it can be recognized. Pat the employee on the shoulder and write a brief thank you note. This kind of informal little recognition may be better than the company's annual grand model employee recognition conference. In addition to being from the supervisor, recognition from colleagues is also very important. Therefore, the United Service Automobile Association of America provides free stationery such as a note for employees to write thank-you letters, and encourages employees to say thank you to colleagues when receiving assistance from colleagues, so as to make the office more dynamic.
(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)
Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.
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Selected Articles in Previous Periods
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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement
2Zhuge Changqing's Three Golden Keys to Changing Destiny
3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)
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4How to repent: the ritual of repentance and the method of repentance (full version)
5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)
6How to release? The ritual of releasing life
7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny
8Free Life Culture: Free Life Culture in Ancient China
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