Barry Silverstein - Best Practices: Motivating Employees: Bringing Out the Best in Your People
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- Book:Best Practices: Motivating Employees: Bringing Out the Best in Your People
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In todays high-pressure workplace, motivating all employees to consistently contribute their best can mean the difference between success and failure. Motivating Employees, a comprehensive and essential resource for any manager on the run, shows you how.
Learn to:
- Inspire employees to succeed
- Improve performance through coaching
- Minimize the impact of common de-motivators
- Create a fair and consistent reward system
- Turn negative experiences into positive, motivational opportunities
The Collins Best Practices guides offer new and seasoned managers the essential information they need to achieve more, both personally and professionally. Designed to provide tried-and-true advice from the worlds most influential business minds, they feature practical strategies and tips to help you get ahead.
Barry Silverstein: author's other books
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Barry Silverstein is a business writer and management consultant. He has 30 years of experience managing and motivating people in small and large businesses. He founded his own direct and Internet marketing agency and ran it for 20 years, growing it to a $5 million, 50-person organization. He also held management positions with Xerox Corporation and advertising agency Arnold Worldwide.
Silverstein is the author of three titles in the Collins Best Practices series. He is also the coauthor of The Breakaway Brand (McGraw-Hill, 2005) and the author of Business-to-Business Internet Marketing (Maximum Press, 2001) and Internet Marketing for Information Technology Companies (Maximum Press, 2001).
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You are now ready to put what you have learned from this book into practice. Use this section as a review guide:
CHAPTER 1. UNDERSTANDING MOTIVATION
- What motivates some wont motivate all.
- After people have met basic needs, they want to satisfy higher needs.
- Employees enthusiasm for a job falls off after six months.
- Even naturally motivated employees can lose their motivation if management does not nurture it.
- Motivation decreases turnover and increases productivity.
CHAPTER 2. BEING A MOTIVATIONAL MANAGER
- Managers cannot motivate others if they themselves are not motivated.
- The motivational manager inspires employees to succeed.
- Trust, confidence, and respect are vital.
- Managers who trust and respect employees do not micromanage.
- Active listening shows you truly understand what is being said.
- Negative feedback can be valuable, if it is offered as constructive criticism.
- To motivate teams, establish a specific performance goal and nurture a sense of common purpose.
CHAPTER 3. DEALING WITH DE-MOTIVATION
- The employers financial problems, a merger, reorganization, increased workload, disagreements with coworkers, and other issues are de-motivating.
- A savvy manager minimizes the impact of negative influences.
- Hiring the right people helps delay declining motivation.
- A manager must always be alert for signs that motivation is waning.
- Good managers deal immediately with de-motivation.
- Lack of motivation can yield undesirable behavioral problems that must also be handled.
CHAPTER 4. REWARDING MOTIVATED EMPLOYEES
- Employees who are recognized and rewarded feel valued by their company.
- Some studies show that recognition motivates employees; others point to money as the strongest motivator.
- Praise your stars but remember that consistent efforts by average employees are essential to success.
- A rewards system must be fair and consistent to be effective.
- Nonmaterial rewards are effective but hard to implement.
- Recognition must be keyed to a specific event to be effective.
- Job advancement keeps motivation high.
- Nonmaterial rewards mean more when they come from a respected manager.
- Disciplinary actions are essential if the negative behavior or subpar performance does not improve.
CHAPTER 5. MOTIVATIONAL LEADERSHIP
- Good leaders are honest, confident, visionary, inspirational, intelligent, fair, broad-minded, courageous, straightforward, and imaginative.
- Change represents disruption and potential loss of control for employees.
- Good times can be just as challenging as tough times for a leader.
- Employees want to know that you have a sense of how to weather the storm and will help them get through the tough times.
- Effective leaders at all levels turn negative energy into positive energy and motivational opportunities.
$$
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