What motivates employees?
Is it money? Feeling valued at work? Connecting with a company’s social mission?
All these are good answers, but a new Tinypulse survey from TinyHR titled The 7 Key Trends Impacting Today’s Workplace that analyzed over 200,000 employee responses relating to organizational culture found that “peers and camaraderie” are the No. 1 reason employees go the extra mile. Read more…
Second of two parts
Yesterday, I wrote about how recruiting highly motivated people is The Single Smartest Thing That a Hiring Manager Can Do.
Today, I am going to give you some tips on just how to go about recruiting those kind of employees.
Once you are committed to hiring self-motivated individuals, you need to work with your firm’s recruiting leaders to come up with the most effective recruiting and assessment approaches. Read more…
First of two parts
If you are a corporate manager, you already know that you routinely spend a significant portion of your time trying to motivate your employees.
On average, I estimate that encouraging, cajoling, and the worst part, having to hang around just to ensure that your employees are continuously working takes up to 50 percent of the average manager’s time each week.
If you don’t believe my estimate, ask a few managers to keep a work log for a few weeks if you want an accurate time for your firm. You might go a step further and ask a few of your managers if they enjoy trying to motivate and if they are good at it, because you’re likely to find that they dread every minute of it. Read more…
Employers are always looking for ways to boost employee engagement and get the best out of their people.
But even as they do, many are inadvertently causing their workers to disengage. Could you be one of them?
Are you guilty of any of these common motivation killers? Read more…
One of the most important tasks in creating a high-performance culture is taking care of employees’ needs.
When employees’ needs are met, and employees feel aligned with the mission, vision and values of the organization, they respond with high levels of engagement and commitment. They come to work with enthusiasm and are willing to go the extra mile to support the organization in its endeavors.
Thus it is important to address the question: What do organizations need to do to create a highly motivated workforce where employees are willing to devote a significant amount of their discretionary energy, as well as their commitment and creativity, to making the organization a success? Read more…
“New Employee Incentive Plan: Work or get fired.” — Hand-lettered sign behind the counter of a country store.
According to a recent story in Inc. magazine, Brian Halligan, CEO of software marketing firm Hubspot, has a singular way of handling go-getter employees who present him with great ideas with the potential to improve the company’s bottom line.
He fires them.
The punchline? He fires them from their “day jobs.” He then appoints them as the CEOs of their own change initiatives, something like little start-up companies within the company. Read more…
The rut an employee hits the second year of their career after being a top performer in Year One.
This happens all the time. New hires come in their first year and are competitive, energetic, and busting the walls down going 100 miles-per-hour. Then Year Two comes along, and it’s not new anymore.
It’s not as exciting. That energy slows down and that speed declines. Read more…
How do I love thee? Let me count the ways.
I give you a fair wage. I give you competitive benefits. I give you a safe workspace. I give you freedom to work at home, and innovative tools to communicate. I give you beer bashes and company events. I give you a professional title. I give you a team, a staff, a department. I give you the work you love.
But it’s just not enough, is it? It’s never enough. You just keeping taking, and taking, and taking.
What else can I do? What’s that? Oh, I see. It’s not you, it’s me — is that it? Read more…
First of two parts
In which kinds of situations are you most effective? What factors strengthen — or undermine — your motivation?
People answer these questions very differently, and that’s the challenge at the heart of good leadership — whether you’re managing your own performance or someone else’s.
One-size-fits-all principles don’t work. The strategies that help you excel may not help your colleagues or your direct reports; what works for your boss or your mentor doesn’t always work for you. Read more…
“It gives you more of a college environment, because guys are having fun. It is pretty cool. But I did sense that guys were hungry. I would say that the majority of guys are hungry.”
The gentleman that made this statement, Cliff Avril, is a veteran NFL defensive end who had just joined the Seattle Seahawks, and he could tell he was in a different place. He’d just spent five seasons with the underachieving, overhyped Detroit Lions, a team filled with first-round picks [his words].
Seattle is a team made up of retreads and rejects who are motivated to prove everyone wrong. Aside from quarterback Russell Wilson, Richard Sherman, and running back Marshawn Lynch, there’s a good chance you hadn’t heard of most of the other Seahawks before last week’s Super Bowl game. Read more…