You can't see motivation. Motivation is inside another person's head and heart. You can't touch it. You can't measure it. And, therefore you can't manage it. Think about managing the things you can see and measure. Start concentrating on behavior and performance.The things people say and do are behavior. The results of their efforts are performance. Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding. Tell people how they're doing. Give frequent and usable feedback. If you're the boss, your job is to help your people succeed and take away any excuses for failing. Make sure that behavior and performance have consequences. Consequences are the result of behavior and performance. If you touch a hot stove, the pain you feel is a consequence of your behavior. If you make a great sports play or cook a great meal, the joy you feel is a consequence
of your performance.
Good things should happen when behavior and performance are good. We call those good things positive consequences. Positive consequences include praise, a better assignment, time off and cash. Positive consequences are things people want. They get people to continue what they're doing or try something new. Reward good behavior and performance. Catch people doing
things right. Bad things should happen when behavior and performance are bad. We call
those bad things negative consequences. Negative consequences include discipline, more work, embarrassment, and penalties. They get people to stop what they're doing. Make bad behavior and performance something that has a consequence every time. And remember that lots of small corrections are better than fewer, bigger corrections.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding. Tell people how they're doing. Give frequent and usable feedback. If you're the boss, your job is to help your people succeed and take away any excuses for failing. Make sure that behavior and performance have consequences. Consequences are the result of behavior and performance. If you touch a hot stove, the pain you feel is a consequence of your behavior. If you make a great sports play or cook a great meal, the joy you feel is a consequence
of your performance.
Good things should happen when behavior and performance are good. We call those good things positive consequences. Positive consequences include praise, a better assignment, time off and cash. Positive consequences are things people want. They get people to continue what they're doing or try something new. Reward good behavior and performance. Catch people doing
things right. Bad things should happen when behavior and performance are bad. We call
those bad things negative consequences. Negative consequences include discipline, more work, embarrassment, and penalties. They get people to stop what they're doing. Make bad behavior and performance something that has a consequence every time. And remember that lots of small corrections are better than fewer, bigger corrections.
No comments:
Post a Comment