Ideas for Motivating Employees

As I mentioned in my previous blog entitled "Employee Motivation - You Can't Push A Rope," I had promised to offer some ideas of ways to motivate employees. 

Engaging an Employee's "WANT TO"

Remember, that you cannot make an employee work; you can only influence his "WANT TO" work.  There are 3 dimensions of an employee:  His Hands, His Heart and His Mind.  If you want to engage his "WANT TO," then it should not be focusing on engaging his Hands.  It's all about engaging his Heart and his Mind. 

Fullfill His Heart

Employees are human.  Humans are emotional creatures.  We seek acknowledgment, involvement, and a sense of belonging.  This is the very core of what turns on the Heart.  Some ideas of ways to recognize employees:

• Paycheck Notes:  Every so often, before passing out paychecks to the individuals on my team, I'd write a personal handwritten thank you on the back of the envelope of each of their checks.  The message was thanking them for a particular action or behavior that I noticed during the course of the week.  I told them what I noticed, why I appreciated it, and how it impacted the business or others.  What a nice way to associate pay with performance!  You know what?  They appreciated the special message and I guarantee they showed their spouse what I wrote when they got home. 

• Remember Their Birthday:  Make a note in your planner (I-phone, Droid phone...whatever....) of your team member's birthday and recognize them when it's their birthday.  Get some helium balloons, a birthday card, or make up a poster announcing "It's Jane's Birthday Today!"  Send an email acknowledging this day.  As a kid, outside of maybe Christmas, my birthday was the most important day of the year to me.  It comes consistently on the same date year after year, and I don't forget it.  As a boss, you shouldn't forget it either. 

• "U-ROCK" Award:  Here's a simple way to spread a little recognition around.  Pick up a landscaping rock and paint it white (or your company's color scheme) and then paint a large "U" on it.  Hand it to someone that you noticed has done something special.  Tell them, "You Rock...I noticed you (fill in the rest)."  Tell them that they need to keep the rock for 1 day and then pass it along to someone else who "Rocks" by doing something special. 

Engage Their Minds
I've heard supervisors snidley comment, "I'm not paying you to think!"  How horribly narrow-minded these supervisors appear to be.  Your employees spend their entire day working with your product/services and they are constantly thinking.  Many of them are thinking of ways that they could improve the product, process, system or service.  Many of them have seen better ways to skin the cat.  But if a supervisor neglects to tap into this resource, he is losing a huge opportunity.  Furthermore, employees who are told not to think will resort to robot-like behaviors and you will have lost the opportunity to motivate/engage them.  Here's some simple ideas: 

• Involve Them:  Whenever I've had to make a decision that had impact to the team, I'd bring them in to the fold, tell them what was on the table for consideration and let them offer their opinion.  I may not have followed their recommendations every time, but I ASKED them.  Why not include your employees in decisions where they have a stake in the outcome?  They are more likely to buy-in and support the decision, even if it wasn't their first choice, because they were consulted. 

• Give Additional Responsibilities:  Yes, this aligns to the "No Good Deed Goes Unpunished" philosophy, but truthfully, employees are honored when you believe in them and in their abilities.  Show them you have confidence in them by presenting them with a special project to work on.  Make sure that you hype it up with compliments in their capabilities and your complete confidence in them.  And when the project's done, don't forget to recognize them when they knock it out of the ball park!   

For additional ideas, you might want to pick up Bob Nelson's best seller, "1001 Ways to Reward Employees" which is chocked full of low-cost, creative ideas that companies around the world have implemented to motivate and reward their team members.  Amazon has the book for under $10.  

Summary:  To engage the hearts and minds of your team members, show them a little courtesy, kindness, and appreciation.  They don't usually cost much to do, but result in amazing engagement.  What ideas do you have for recognition?  I'm curious to hear what you've found worked well. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
http://www.actionhrconsultant.com/

Employee Motivation: "You Can't Push a Rope!"

I often encounter business managers who are perplexed with how to keep their employees engaged and motivated. 

I enjoy coaching managers on this topic, largely because I came from the floor as an operator a long time ago.  That experience has given me a "unique perspective" -- I understand how the average "employee" views his/her employment experience. 

Some Lessons Learned

• I learned how management a lot of times talks AT the employees, rather than TO the employees.  What a difference it makes when you talk to your employees, and ask them what they know, what they like, what they want, and what they would change!

• I learned how efficient the good old fashioned "rumor mill" is when it comes to passing information along.  Good managers recognize that the best antedote to gossip and rumors is to keep the employees informed and "in the know" as much as possible.

• I also learned how important the "small stuff" really is to the employees.  Fixing a "small mistake" on an employee's paycheck may seem to be a hassle and a low-priority compared to all the other things that need your immediate attention, but the employee counts on his paycheck to be accurate and correct every time.  He banks on that money to be there on-time.  Fixing that little error immediately makes you a hero in his eyes.

You Can't Push a Rope!

Here's some advice for those of you who are struggling with getting your employees engaged and motivated.  You can't MAKE someone work; you have to make him "Want To" work. 

Sure, you can stand over him all day long, and he'll work while you're standing there.  But as soon as your back is turned, he will goof off.  Why?  Because you haven't focused on what makes him WANT TO work.

Mildred Ramsey, author of The Super Supervisor stated:

"An employee has 3 dimensions:  His Hands, His Heart and His Mind." 

Let me let you in on a little secret...His "WANT TO" is not in his hands! It's in his mind and in his heart.  If you engage is heart and his mind, you'll engage his "WANT TO."  He will work at an unbelievable pace and quality if he "WANTS TO." 

Typically, management is more interested in what their employees are DOING, and less interested in what they are FEELING or THINKING.  If you are only engaging the employees' hands, you have only 1/3rd of his potential!

If the boss doesn't consider his peoples' feelings in his day-to-day dealings with them, their HEARTS won't be in their work.  If the boss doesn't even consider their INTELLIGENCE, they will not be interested in their jobs.  The result will be poor job performance every time.

Summary: 

The principles of motivation are really about engaging an employee's "WANT TO" in his everyday work.  Next time I'll share with you some practical ways to do this that won't cost you any more time or money, but will reap enormous benefits!

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsultant.com/

"Right-To-Work" vs. "At-Will" Employment

So, What's All The Fuss?

I am committed to educating anyone who's interested in learning about what all the fuss is about "Right-to-Work" legislation.  It seems this has really been a topic of consternation and a source of heartburn amongst the constituents of Indiana.  Let me see if I can shed some light, rather than scare everyone into emotional havoc.

The Right to Have Choices....

"Right-to-Work" means that employees have the right to choose if they want to join a union or not join a union in a company that is unionized.  Some states, like Michigan, and presently Indiana, are NOT considered a "Right-to-Work" state.  This means that if a company were to become unionized, the employees will have to join the union or they can no longer work there.  So, under these provisions, employees who want to work at a plant that is unionized do not have a choice.  Join the union or go work somewhere else.  That's all it means. 

Passing "Right-to-Work" legislation gives employees a choice.  A choice if they want to join or not join...pay or not pay union dues...but either way, they can work at the company.  What makes our country so great is that we have choices.  I fully support legislation that supports choices for people on either side of the fence. 

How Does That Relate to "At-Will Employment"?

Many people confuse this term with "Employment At-Will."  At-Will employment means that the employer and employee both retain the right to hire or terminate employment with or without cause and with or without notice.  Indiana is already an "At-Will Employment" state.  Don't be confused, though:  Employers are still legally bound to ensure strict adherence to non-discriminatory practices when hiring and terminating.   

Summary: 

Right-to-Work legislation is about ensuring that all workers have a choice.  The legislation supports the right for an employee who wants to work at a place of employment to decide for himself/herself if joining a union is right for them.  If you're still a little confused by this, consider going to Google and entering "Right-to-Work legislation."  See what it may tell you.  Read both sides of the argument and make your own INFORMED decision. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
www.actionhrconsultant.com

Workplace Conflicts Across the Generations

The "New Frontier"

The biggest divide facing our society today is not a gender divide, a racial divide, an income or technology divide; it is a "generational divide."  In today's business environments, it's becoming imperative that we recognize the generational differences so that we can respect them, value them, and more importantly, capitalize on them. 

Businesses are now faced with a new challenge -- that of dealing with multi-generations (Baby Boomers, Gen X-ers, Millennials) under one roof.  I commonly hear comments from business managers who have aches and pains with "the younger generations" at work.  Ultimately, it's not going to get easier until we start to realize that each generation has strengths and "idiosyncrasies."

Generation Differences

In many cases, businesses have essentially three generations under one roof: 

• Baby Boomers (currently 46-66 years old)
• Gen X (currently 35-45 years old)
• Gen Y "Millennials" (currently 17-34 years old)

Let's take a closer look at each one of these Generations.

Attention Baby Boomers! 

You invented the concept of the 80-hour workweek.  You are ambitious, business-oriented, and YOU NEVER STOP!!!  

You value hard work, personal relationships, and the ability to communicate with others.  You were raised to speak respectfully to people, so therefore, your messages sometimes are suggestions, rather than out-in-out directives. 

You are exceptional at reading body language, and you tend to prefer face-to-face interactions over email, phone calls or (Heaven forbid) text messages.  You don't embrace techology, but prefer old-fashioned relationship building and networking.  You prefer to do business with people you know and trust.  You're most comfortable in meetings where you can get everyone on the same page at one time. 

You believe in company loyalty ("Job Hoppers" need not apply).  You respect authority, business formalities and following the chain-of-command.  You are at the top of the food chain, and you don't have plans to retire anytime soon.  You'd miss working too much!  You measure success by profitability, longevity, loyalty and stability.

You see business relationships laid out in an organizational chart.  If a problem develops, you expect that problems are taken to the supervisor above.   You respect systems, processes and traditions.  You have weathered many storms and have always come out on top. 


Gen-Xers, Listen Up!

You were the children of working Moms.  You were latch-key kids, with no one at home to help you with your homework or make sure you were fed.  You were the first generation to be put in daycare and after-school programs.  You are fiercely independent by nature.  You grew up fending for yourself many times, and you have grown strong in character and tenacity because of it.  You are cautious, pragmatic, and highly educated. 

You value being recognized for your performance but you wither on the vine if you're micro-managed or if you're excluded.  You prefer, instead, to have the type of boss who says, "Just keep me posted and let me know if I can help you."  You prefer working on individual projects, rather than as a team all the time.  You shine with your individualism, creativity, and ingenuity. 

You're self-reliant and ambitious.  Although you value working hard, you want quality of life as well! Your generation invented the concept of "Work-life balance."  Your optimal job would require you to work 40 hours/week and have time off every weekend to be with your friends and family.  You would trade out a high-wage (due to excessive hours) in turn for more flexibility in your schedule.  You value being able to get to your kids' soccer games.   

You value personal relationships when doing business (you're not half-bad at reading body language), but you're most comfortable with email and phone contact.  Your Baby Boomer bosses aren't retiring yet, so you're sort of stuck -- somewhat like Prince Charles, who wakes up each morning wondering, "How's Mom?"  You're entrepreneurial and because of your fierce independence, you are willing to start up your own business in order to grow.

Yo!  Millennials!

You are fantastic collaborators!  In school, you and your classmates pushed the desks together to problem-solve, so "teamwork" comes second-nature to you.  You love a challenge, and you're exceptional at working with other people to come up with creative solutions. 

You thrive on being involved and included in team decisions.  That's because you were part of the generation where you were made to believe that you were "the center of the universe!"  As a child, your opinion mattered; and you were involved in big family decisions.  You were part of the generation where "Every Kid Earned A Prize," just for participating and trying.  You value being recognized for your imagination, creativity, and contribution.

You love technology (you are savvy with the latest and greatest gadgets).   You're a generation of instant messaging, texting, chat-rooms, and Skype.  You take technology for granted...many of you don't even remember what life was like before ATM machines!  You love social media, and you probably have over 500 "friends" on your MySpace or FaceBook account.  You see work relationships as networks, rather than as organizational charts and business silos.

You CRAVE immediate results and immediate feedback!  You would wither on the vine if you don't get instant feedback.  You can't wait for a 12-month review to know where you stand!  You need to know, minute-by-minute, how you're doing against the goal. 

You prefer dialogue that's able to cut to the chase, and be concise and direct.  You prefer texting over talking with people.  You see meetings as a waste of time unless they are specific, objective-driven and concise.  You are "speed-oriented" and so communication has got to be fast and immediate.

You're a rolling-stone (that gathers no moss).  Since you never fell for the fallacy of "job security," you carve out your own job security by gaining as much experience as you can from a job.  You stagnate and lose interest if you're stuck in one job with no opportunity to expand your scope.  You will probably change jobs at least 9 to 10 times before you settle into a long-term career. 

Summary:

Each generation brings to business a special attribute and style.  The friction comes from a lack of understanding why we do what we do.  In a competitive business world such as ours, we cannot afford to be fighting amongst ourselves.  The competition is outside (rather than inside) your four-walls.  Tap into the very things that motivate each generation and capitalize on these attributes.  You'll find that each generation has a lot to offer if you just take the time to understand. 

Kathleen Lapekas - PHR
For Personal Attention to Personnel Matters...
Action HR Consulting
http://www.actionhrconsultant.com/

"Trust Me"

When You Have To Ask For Trust...

Ever notice that when someone starts out saying, "Trust me," you have an equal and opposite reaction?  If a person has to ask for my trust, they have likely not yet EARNED my trust.  Trust is built over time and with experience.  Employees won't trust you because of your title, your credentials, or the number of letters behind your name. 

Building the Bridge

It sometimes takes years to build trust within a workplace.  You have to prove yourself.  You have to be consistent, predictable, and honorable.  It's like building a bridge from both shores.  You have to work every day at building the span.  Take time to get to know your people.  Take time to care about their interests.  Let them know who you are and what you care about.  People will trust that which is familiar and comfortable to them. 

Seek First to Trust, Then to be Trusted

Employees begin to trust you when you first extend trust to them.  You have to extend the olive branch out there first.  Employees will see how you want to believe in them, and they will reciprocate.

Be Seen

Employees need to see you out and about in your workplace.  Do not just reside in your office, whereby employees are expected to come see you if they need you.  Keep in mind also that familiarity breeds a sense of comfort, and that bridges over to trust. 

Your Word Is Your Sword

Keep your word.  Employees gauge your trustworthiness on how you act upon your promises.  If you have to break a promise, ask permission to break it BEFOREHAND.  Don't make a promise if you have no intention (or control) to keep it.  Be vary frugal with promises so that you don't accidently overcommit yourself and lose credibility.

The Golden Rule

Talk to employees as you would want to be talked to.  Don't talk over their heads or under their noses. 

You're Always On-Stage

Watch your mood.  If you're in a bad mood, then try to avoid contact for a while.  Your employees should see your best each and every time.  You are "On-Stage" with your employees every time you walk around the workplace.  They are watching.  Remember that everything communicates something. 

Loose Lips Sink Ships!

Trust is quickly lost when Managers violate an employee's confidentiality.  You will never get an employee (or his/her co-workers) to open up to you if you're the "loose lips" type.

Keep Them Informed

Employees crave to be informed.  Lack of information causes a rise in gossip and rumors to overtake the organization.  If a Manager is effective with communicating regularly, frequently and wisely, the employee will trust the Manager's information over their co-worker's gossip of "have you heard the latest?"

Summary:  These principles are not difficult to grasp, but sadly, are distant to some managers.  Be the type of manager who would be described as the "best boss they ever had!"  Like in any relationship, trust starts with small steps of doing the right thing and grows with on-going experience.  Do the small things that mean a lot! You'll find that trust doesn't have to be asked for, but will be given as a gift back to you. 

Building Trust In the Workplace

Trust-Meter

I recently had a question asked of me as to how to build better trust in the workplace.  What a GREAT question!  Seriously, this person really understood that trust is a lynch-pin to an organization's effectiveness.  People want to work at companies where trust is high.  If you're the type of company that has a hard time attracting and retaining talent, you might have to take a long, hard look at your "Trust-Meter." 

How Do You Measure "Trust"?

Maybe this is the best question of all.  What indicators do you look at when you consider whether or not you have high trust within your workplace?  Managers, some indicators may include:

• Do employees come to you with personal problems and questions?
• Do your employees actively volunteer for projects, committees, teams and company-sponsored events?
• Do you feel comfortable when you hold "all-employee meetings"?
• Do your people look you in the eye?  Do they actively seek you out?
• Do your people accept change well? 
• Do your employees use positive descriptors when they speak about the company or their job?
• Do your employees generally have good attendance?
• Does your company have low turnover for your industry?
• Are your employees high-performing (low drama, good output, consistent results)?

If you've answered "YES" to all of these questions, then chances are great that you have high trust in your organization.  For the rest of you....let's continue.

Trust Starts With You

Building trust starts first with your leadership.  The best boss I've ever had was steady, consistent, predictable, had great follow-through, communicated well, asked questions, and most importantly, gave trust to his employees BEFORE he expected them to trust him. 

Leaders need to be worthy of earning someone's trust.  They need to understand that employees watch everything that their leaders do and say.  They use these observations to determine if you're a trust-worthy person, or if you're a self-seeking individual who will turn coat whenever adversity arises.  Be mindful of your actions.  It takes years and years sometimes to build trust within a team, and a single bad decision to destroy that trust. 

Next time, I'll talk about specific strategies you to employ to build trust within your team.

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

Handling Conflicts - The Bull In A China Shop

The Bull In A China Shop...

I often get calls from managers at the end of their ropes with an employee who doesn't seem to get along with others. 

You know the type:

• Stellar individual performer!
• Executes without errors or delays!
• Great output!
• BUT, absolutely a "Bull in a China shop" when it comes to working with others! 

Ole! 

Pam is an A-Type personality, who works with others in a dentist office.  She is matter-of-fact.  She is sometimes harsh and says things that are blunt and insensitive.  When others come to her with questions, she rolls her eyes, sighs deeply with frustration, and patronizingly explains what to do.  She has been told that she needs to work on her "interpersonal skills" but she doesn't see a problem.  She is who she is. 

"Intent vs. Impact"

My advice:  You need to specifically sit down with Pam (the "Bull") and talk with her about her behavior.  This is delicate, so I'd approach it from the angle of "Intent vs. Impact." 

What this means is, it's not about her intentions.  She is probably a well-meaning, well-intentioned individual.  She cares!  She wants to make a difference!  She doesn't like to see errors occur!  She wants to do her job as you expect her to.

But....she  don't seem to realize that her actions are having a negative IMPACT on the others. 

That's what you need to focus on.  IMPACT.  Speak to her kindly, but sternly, about the impact of her bluntness....her sharp-tongued comments....her sarcasm.  Explain that the IMPACT of these actions is concerning. 

Mirrors Show Reflections

It's a little like putting a mirror in front of her, asking her to describe what the reflection tells her.   She needs to know how she appears to others when she behaves this way. 

Speak specifically to your own observations.  Do not use the "rumor has it," or "I've been told," when speaking with her.  Understand that she needs direct and specific feedback -- not generalizations -- in order to accurately see this problem.

"Pam, when you roll your eyes at people, what do you think it communicates?" 


She responds, "It doesn't communicate anything!  I just do this out of habit.  It means nothing." 


You coach, "So when your 12 year old daughter rolls her eyes at you when you're talking with her, that means nothing?" 


She quickly responds, "That's disrespect!  I wouldn't tolerate that." 

You calmly say, "So when your 12-year old daughter rolls her eyes at you, it's disrespect.  But when you roll your eyes at others, that's not disrespect?" 

The light switch turns on. 

"I didn't realize that I was communicating that.  I don't mean to.  I just have a habit, I guess, of doing this.  I'm not even aware sometimes that I do this."


You coach, "Do you understand how others feel when you roll your eyes and speak to them with a harsh tone?"

She nods, and tears up.  You know right there and then that you have made an impression.  She does care!  She just needs help to figure out what to do differently!

You're the Coach

You will probably find that this conversation will get her attention, but long-term may not change her overall behavior.   A one-time conversation will not necessarily work.  You will need to continue to coach and support her so that she has regular and honest feedback.  If she's going to make an earnest effort to improve her relationships with others, she needs someone to keep her apprised if it's working or if it's not.    

Summary: 

Teams have a wide-range of personalities.  Commonly, there's a strong-personality on the team that through their actions, has a "heartburn effect" on the team.  Managers need to provide honest and specific feedback on the IMPACT on the team.  Working with the "Bull" will provide the much-needed "TUMS" to settle the constant heartburn within the team. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
www.actionhrconsultant.com