My friend Nikunj brought some books for me yesterday,as always he cares about me for all aspects.Truly amazing friend.
Today I just got time to look in to books,And found one good small books about motivation.
Books is really small one so any one can finish in one session.I would like to mention few points which I like most .
1) Keep Giving Feedback.
The Failure to give appropriate and timely feedback is the most extreme cruelty that we can inflict on any human being.
Human being crave feedback so, if you are trying to be a good leader learn to give timely feedback.
2) Manage Agreements,Not people.
If you manage to make an agreement and get work accordingly , you will never require to manage people.Just make a strong bond through which your subordinate inspire to full fill all agreements.
Those that are most slow in making a promise are the most faithful in the performance of it.
3) Play both good cops and bad cops
If your actions inspire others to dream more, learn more,do more and become more , you are a leader- John Quincy Adams
4) Motivate by Doing
People can be divided into two classes, those who go ahead and do something , and those who sit still and inquire, why wasn't it done other way? -oliver Wendell Holmes.
Figure out what you want to achieve and start achieving , your staff will follow for the same.
5) Use Positive Reinforcement
The first Duty of a leader is optimism.
How does your subordinate feels after meeting with you?Does they feel uplifted?
6) Use 10 Minutes well
Man must not allow the clock and the calender to blind him to the fact that each moment of his life is a miracle and a mystery.
Use following in your routine
I am proud of you
What is your opinion?
If you please....
Thanks you..
7) To Motivate your people ,first just Relax
A Frightened captain makes a frightened crew-lister sinclair
8) Use the power of deadlines..
The best way to predict the future is to create it-Peter Drucker
Just Do it.
9) Let your mind rule your heart.
If you don't think about the future , you won't have one.
10) Make it happen today
There is no tomorrow.
11) Stop pushing
Pull the string and it will follow wherever you wish ,push it an dit will go nowhere at all-Dwight D. Eisnehower
12) Create a Vision
The reason most goals are not achieved is that we spend our time doing second things first.
-Robert J.Mckain
Hope you will have some good ideas about how to motivate your staff? from this post.
Showing posts with label motivate team. Show all posts
Showing posts with label motivate team. Show all posts
Tuesday, January 20, 2009
Tuesday, June 10, 2008
Few things to motivate your team.
#1: Believe in your team’s objectives
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
#2: Model the behavior you want from the team
Don’t be a hypocrite — lead by example. You want your team to interact courteously and professionally with others, but do you do so yourself? If you ask them to put in extra hours, are you there along with them? Country artist Rodney Atkins sings about how one day, his four-year-old son said “a four-letter word,” but how later that night, all by himself he got on his knees and prayed. What did the son say when asked about how he learned to do both things? “I’ve been watchin’ you.”
#3: Keep a positive attitude
Game 1 of the NBA Finals has just begun. Fifteen seconds into the game, one team connects on a field goal, making the score 2-0. The other coach slumps in his chair, puts his head in his hands, and yells, “@(*@&@, this series is OVER!!”
(On November 12, 1989): Person 1: “The Berlin Wall just came down!” Person 2: “Horrible! The guards are now out of a job!”
Don’t laugh. If you have these attitudes, how do you think your team will react? If you model a negative attitude, your team will pick it up. I know it sounds trite, but try to stay upbeat.
Doing so doesn’t mean being unrealistic. It does mean, however, that you try to look at the glass as being half full rather than half empty. Instead of saying, for example, “This project will never succeed because of issues 1, 2, and 3,” consider saying, “If we want this project to succeed, it’s critical that we resolve issues 1, 2, and 3.”
#4: Be clear about your goals
It’s hard for your team to accomplish its goals if those goals are unclear or unknown to them. More important, it’s hard to get them even to agree with those goals if they don’t know what they are. Make sure your team knows what you are expecting of them. If you can quantify your goals so that you can measure how well you did compared to what you expected, so much the better.
#5: Get feedback from the team members
Unless you hear from your team members, you may have little or no idea of how effective or clear you are. Few of us enjoy hearing bad news or criticism, but if there’s a problem in what we’re doing, it’s important that we hear it.
When discussing issues with the team, don’t shoot the messenger. When listening to a team member, try to separate the message and issue from the person. Similarly, when someone is offering suggestions or discussing issues, try to separate your own self and ego from the discussion. If you do shoot the messenger, all you will have done is make your team even more reluctant to talk frankly with you in the future.
#6: Set expectations
Make sure your team knows what to expect of you. If they do, there’s less chance that they’ll be unpleasantly surprised or disappointed.
Suppose, from the previous point, you had a discussion with a team member, who made a few suggestions. Some of them are workable (so that you could act on them), but others aren’t. Before having this discussion, it would be good to let your team know that while you will listen to them, you may or may not adopt all of their suggestions. One would hope they’d realize this already, but it’s best to be explicit. Furthermore, if you do adopt a suggestion, make sure everyone knows about it.
#7: Avoid mixed messages
Consultant and trainer Robert Mager, in his book Analyzing Performance Problems, discusses the uses of consequences and rewards in shaping human behavior. Specifically, he points out that to encourage desirable behavior, there must be positive rewards for it. Conversely, to discourage undesirable behavior, there must be consequences that result from it. Believe it or not, some people mix up these two points. Have you, as a parent, ever said to your child, “Any time you have problem, you can talk to Mommy or Daddy”? What happens when they do? You become irritated and yell at them, “Come back later! Can’t you see I’m busy?!” If you send similar mixed messages to your staff, you will make it harder for them to act the way you want.
#8: Know the difference between exhorting and belittling
It’s fine and good for you to want greater and higher quality results from your team. However, be aware of the line between exhorting someone to do better and belittling them because they aren’t right now. The latter might work, but the chances are greater that it might only create resentment and turn out to be counterproductive.
A couple of weeks ago, after a rehearsal of the choir I direct, I said to two young men, “I want to see confidence in your eyes when you’re singing.” I didn’t say to them, “You idiots, you don’t know the music.” In other words, in keeping with the positive/negative point discussed earlier, I focused on where I wanted them to be, rather than on the fact that they weren’t there right now.
#9: Correct in private
If personal issues of a team member are becoming a problem, address them with the person in private. Don’t embarrass the person by bringing it up in public. Such issues include attendance and punctuality, dress, and general professionalism.
What about a mistake involving work? Use discretion here. Using the choir example again: Suppose a person has an incorrect rhythm in a measure. I will just take a moment and work it out with that person in front of the group. If he or she gets it, fine. However, if he or she were consistently missing notes and rhythms, I would need to talk privately with that person to see what’s going on.
#10: Praise in public
When someone does something right, you probably are happy and want that person to continue doing it. You also probably want to make that person look good in front of the others, and for the others to be motivated to improve their own performance. For those reasons, recognize good work in public, rather than in private.
Other things being equal, of course, most people would prefer money and praise rather than praise alone. However, praise alone still can motivate, as long as you’re sincere and specific in what you’re praising. Generalities are unhelpful. Rather, focus on the specific action, and how it benefited the group.
In the case of the young men I mentioned earlier, I spoke to them again just a few days ago, after our last rehearsal, which went really well. I said to one of them, “Remember I told you I wanted to see confidence in your eyes? Well, I see it now.” To the other, I said, “You’ve been practicing, right?” When he nodded yes, I continued, “See what a difference it makes?”
#11: Believe in your team
England expects every man to do his duty.
The Battle of Trafalgar, in 1805, established British naval supremacy for decades afterward. In that battle, a fleet led by Admiral Lord Horatio Nelson defeated a combined French and Spanish fleet off the coast of southwest Spain, near Cape Trafalgar. As both sides were preparing for the battle, Nelson sent his now-famous message to his fleet. Sadly, Nelson suffered a mortal wound and did not live to see his ultimate victory.
People tend to live up, or down, to your expectations. If you expect high performance from them, and they realize it, you have a greater chance of getting such performance than if you expect low performance.
It can be rewarding to see a team come together and execute the way you want. It’s even more rewarding to see people develop the way you want. However, try to be realistic. The members of my choir are all teenagers and friends with my younger daughter, Rayna. One day, I asked her, “Rayna, do some people in the choir tell you how much I’ve influenced them?” At that, Rayna replied, “Daddy, don’t flatter yourself.”
Note:Source Techrepublic
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
#2: Model the behavior you want from the team
Don’t be a hypocrite — lead by example. You want your team to interact courteously and professionally with others, but do you do so yourself? If you ask them to put in extra hours, are you there along with them? Country artist Rodney Atkins sings about how one day, his four-year-old son said “a four-letter word,” but how later that night, all by himself he got on his knees and prayed. What did the son say when asked about how he learned to do both things? “I’ve been watchin’ you.”
#3: Keep a positive attitude
Game 1 of the NBA Finals has just begun. Fifteen seconds into the game, one team connects on a field goal, making the score 2-0. The other coach slumps in his chair, puts his head in his hands, and yells, “@(*@&@, this series is OVER!!”
(On November 12, 1989): Person 1: “The Berlin Wall just came down!” Person 2: “Horrible! The guards are now out of a job!”
Don’t laugh. If you have these attitudes, how do you think your team will react? If you model a negative attitude, your team will pick it up. I know it sounds trite, but try to stay upbeat.
Doing so doesn’t mean being unrealistic. It does mean, however, that you try to look at the glass as being half full rather than half empty. Instead of saying, for example, “This project will never succeed because of issues 1, 2, and 3,” consider saying, “If we want this project to succeed, it’s critical that we resolve issues 1, 2, and 3.”
#4: Be clear about your goals
It’s hard for your team to accomplish its goals if those goals are unclear or unknown to them. More important, it’s hard to get them even to agree with those goals if they don’t know what they are. Make sure your team knows what you are expecting of them. If you can quantify your goals so that you can measure how well you did compared to what you expected, so much the better.
#5: Get feedback from the team members
Unless you hear from your team members, you may have little or no idea of how effective or clear you are. Few of us enjoy hearing bad news or criticism, but if there’s a problem in what we’re doing, it’s important that we hear it.
When discussing issues with the team, don’t shoot the messenger. When listening to a team member, try to separate the message and issue from the person. Similarly, when someone is offering suggestions or discussing issues, try to separate your own self and ego from the discussion. If you do shoot the messenger, all you will have done is make your team even more reluctant to talk frankly with you in the future.
#6: Set expectations
Make sure your team knows what to expect of you. If they do, there’s less chance that they’ll be unpleasantly surprised or disappointed.
Suppose, from the previous point, you had a discussion with a team member, who made a few suggestions. Some of them are workable (so that you could act on them), but others aren’t. Before having this discussion, it would be good to let your team know that while you will listen to them, you may or may not adopt all of their suggestions. One would hope they’d realize this already, but it’s best to be explicit. Furthermore, if you do adopt a suggestion, make sure everyone knows about it.
#7: Avoid mixed messages
Consultant and trainer Robert Mager, in his book Analyzing Performance Problems, discusses the uses of consequences and rewards in shaping human behavior. Specifically, he points out that to encourage desirable behavior, there must be positive rewards for it. Conversely, to discourage undesirable behavior, there must be consequences that result from it. Believe it or not, some people mix up these two points. Have you, as a parent, ever said to your child, “Any time you have problem, you can talk to Mommy or Daddy”? What happens when they do? You become irritated and yell at them, “Come back later! Can’t you see I’m busy?!” If you send similar mixed messages to your staff, you will make it harder for them to act the way you want.
#8: Know the difference between exhorting and belittling
It’s fine and good for you to want greater and higher quality results from your team. However, be aware of the line between exhorting someone to do better and belittling them because they aren’t right now. The latter might work, but the chances are greater that it might only create resentment and turn out to be counterproductive.
A couple of weeks ago, after a rehearsal of the choir I direct, I said to two young men, “I want to see confidence in your eyes when you’re singing.” I didn’t say to them, “You idiots, you don’t know the music.” In other words, in keeping with the positive/negative point discussed earlier, I focused on where I wanted them to be, rather than on the fact that they weren’t there right now.
#9: Correct in private
If personal issues of a team member are becoming a problem, address them with the person in private. Don’t embarrass the person by bringing it up in public. Such issues include attendance and punctuality, dress, and general professionalism.
What about a mistake involving work? Use discretion here. Using the choir example again: Suppose a person has an incorrect rhythm in a measure. I will just take a moment and work it out with that person in front of the group. If he or she gets it, fine. However, if he or she were consistently missing notes and rhythms, I would need to talk privately with that person to see what’s going on.
#10: Praise in public
When someone does something right, you probably are happy and want that person to continue doing it. You also probably want to make that person look good in front of the others, and for the others to be motivated to improve their own performance. For those reasons, recognize good work in public, rather than in private.
Other things being equal, of course, most people would prefer money and praise rather than praise alone. However, praise alone still can motivate, as long as you’re sincere and specific in what you’re praising. Generalities are unhelpful. Rather, focus on the specific action, and how it benefited the group.
In the case of the young men I mentioned earlier, I spoke to them again just a few days ago, after our last rehearsal, which went really well. I said to one of them, “Remember I told you I wanted to see confidence in your eyes? Well, I see it now.” To the other, I said, “You’ve been practicing, right?” When he nodded yes, I continued, “See what a difference it makes?”
#11: Believe in your team
England expects every man to do his duty.
The Battle of Trafalgar, in 1805, established British naval supremacy for decades afterward. In that battle, a fleet led by Admiral Lord Horatio Nelson defeated a combined French and Spanish fleet off the coast of southwest Spain, near Cape Trafalgar. As both sides were preparing for the battle, Nelson sent his now-famous message to his fleet. Sadly, Nelson suffered a mortal wound and did not live to see his ultimate victory.
People tend to live up, or down, to your expectations. If you expect high performance from them, and they realize it, you have a greater chance of getting such performance than if you expect low performance.
It can be rewarding to see a team come together and execute the way you want. It’s even more rewarding to see people develop the way you want. However, try to be realistic. The members of my choir are all teenagers and friends with my younger daughter, Rayna. One day, I asked her, “Rayna, do some people in the choir tell you how much I’ve influenced them?” At that, Rayna replied, “Daddy, don’t flatter yourself.”
Note:Source Techrepublic
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