Management leadership training
When people think about the motivation of employees, they usually think about ways to reward them. What carrot offered to employees who can work harder, we can hang in front of them to reward them with the measures we intend to take? There are entire books written on ways to reward our employees, and built multi-million dollar consulting projects for books.
These include small and large problems, such as money, pay-for-performance plans, flexible working hours, thank you letters, gift certificates, extra leave, promotion, training opportunities, public recognition or a private pat-on-the-back. But while rewarding employees is important, it misses a crucial point. If anyone has encountered the foot with a hammer, you can not stop the pain with a back massage. This is a remarkable piece folk wisdom, but this lesson is. In our recent study said 76% of the employees who have over the past 12 months, the trustee has done something that they want to quit. And 89% of employees say their company has done something that they want to quit.
Every day, face different motivations, things which cause them to lose their passion for their job and even lead to consider them to leave. And before we can attempt to "motivate them, we must stop" motivation "to them. To facilitate this approach a bit, instead of talking about it, motivating and driving forces, we go over and talk pushes traffickers. Moves are problems where people are leaving lose their passion, enthusiasm, and with better. Tugs are the issues that inspire people, ignite their passion and commitment they make to stay with an organization or boss.
This appears to be a radical concept for most leaders, so let us take an example on foot. Pat is a nurse at a large university. She has been working there for 8 years and think it is a Great Place to Work. She loves to do research and this organization has hundreds of ongoing studies in which they can participate, and publish your own. You are doing great Tug demanding intellectual work with very smart people. But two weeks before the hospital introduced flexible working hours and they changed all the stock. Pat This causes major problems because they had their children's schedules are dated to his old job start / end time, and this change is increasingly disturbing. For Pat, plan to revise this Shove.
Well, here is the radical part. Prior to their manager Pat tug address, they must press their resolve. When you see Pat questions separately described as tugs and pushes, so it becomes quite clear that it would publish a much less enthusiastic about the opportunity, as long as their schedule caused their problems. But because most leaders do not push and pull to work first divided into two different questions, a typical civil servant ignores scheduling issue and try to give Pat more research. Or try to buy their compliance with money.
Often found in the fundamental issues such as working conditions, schedules, wages, decent relations with the main focus, tractors, etc., are often higher order covers topics such as enjoyment of work, career, working conditions, with interesting people, organizational culture, etc..
If only we had Pat, what you ask enthusiastic about his job, what was really the love that hospital, we get a response about making intellectually stimulating work. And if we just got asked Pat, what would her life miserable enough to cause her resignation, we have an answer from their schedule and their foreign-of-work. It is only when we ask about the two questions that we get a complete picture.
When working with low performers, if you're just terrible time work, or did you have a terrible work environment, you may become so frustrated that you know will be pushed out the door. You may feel so frustrated that you no longer notice all the other good things about your work that pulls at you - independence, ability to control an entire process, have the ability to create innovative projects and teams to stay. If your organization is that organizations in our studies, as much as 35% of employees felt that way. And these people are huge retention risks.
On the other hand, you can create a working environment free from the pictures, but also a serious shortage of tugs. They are not out the door, driven by frustration, but you are attracted than to stay in business. And again, if you can do something similar organizations in our studies, as much as 50% of employees feel this way. The good news is that these people will not spend their days on Monster.com actively applied to a company. The bad news is that if the economy changes, or any of your competitors is a game for them, or just an additional option has been made, they will leave. Someone really really works for your business, you must first remove the pictures and meet at least some of their tractors. Basically, you have to meet their basic needs and provide an opportunity to raise their higher order needs.
