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Motivating and engaging staff members is one of those perpetuating questions that many mangers struggle with. Think of ‘motivation’ as a ‘motive for action’, or a ‘reason for doing something’, and it will give you a pointer towards how you can develop this skill.

One of the more simple ways to drive the motivation of staff is by offering praise and recognition. It’s very often neglected, as we tend to spend a lot of time dealing with tasks and issues that lead us away from noticing how people are working and completing their roles.

Yet, seeing and remarking on what a person has done right can offer a great deal of motivation to someone. This is because, when someone’s efforts are seen and praised, it raises that person’s self-esteem and self-worth. They feel good about themselves and acquaint your comments with those feelings. It drives them towards doing more of the same.

What the best way to ensure this is done? Here are some tips:

Try to catch people doing things right.

We often do the opposite, noticing when things go wrong. But, if you can offer some kind of recognition when people have made the effort, that will encourage them to do more of the same.

Be specific in giving praise.

Just saying, ‘You’re a good worker’ or similar, doesn’t help the person recognise what exactly they are being praised for. General praise is good up to a point, but specific recognition will be something they can repeat, as they see this will be recognisable.

Something like, ‘The way you turned that customer complaint around and made them happy to deal with us again was excellent. Well done!’ will make the person want to repeat the same attitude, as it has been noticed by you.

Recognise the effort people put in.

What they try may not always be successful, but you want to highlight the effort that has been shown. ‘I like the way you approached that task’ will go down well, before discussing what may have to change next time.

Don’t patronise. Be real and genuine.

Don’t think you’ve got to praise every little thing. It can come across as patronising and condescending. Instead, look for areas that you want repeated, so the person becomes aware of how you want tasks to be completed and worked on.

Try looking at motivation from this simple direction and you may find your people are more driven to get results, because their efforts are being recognised as well as their results.

I hope you found that useful.

Please check out our upcoming Management Training Courses to improve your management and leadership skills even further.

If you are based in the UK, please check out our Funded Leadership Programmes. We have face to face, blended or complete virtual training options for them.

Thanks

عظمة السير مجدي يعقوب في تعريف كيفية النجاح في ٣ حروف P.P.H. ✅

Negative feedback

It’s not always easy to receive negative feedback from someone. Sometimes our ego gets in the way, or we try to subconsciously justify our actions, which may get in the way of appreciating what the feedback is intended to do.

Here are some tips to consider when someone gives you what you may consider ‘negative’ feedback.

1) Really, actively, deeply listen to what they are saying

You must be in the right frame of mind to take in the information. If you’re in the middle of something else, and that is interfering with the message you are getting, change the location or stop whatever you are doing, so you can really pay attention to what’s being said.

2) Listen for facts and information, rather than opinions

Identify what ‘level’ the feedback is at. Is it making judgements about you, maybe using negative adjectives like ‘lazy’ or ‘poor judgement’? Or is it factual, like ‘late submission of a report’ or ‘overpowering at meetings’?

Try to differentiate between these levels, so you can assess whether the feedback is personal or factual.

3) Summarise your understanding of what’s being said

You need to be absolutely clear on the meaning behind the feedback. If there’s anything unclear, say something like, ‘When you said……what exactly did you mean?’ or ‘Could you clarify what you mean by ‘poor judgement’ in this case?’

Without that clarity, you may go off in a wrong direction

4) Resist the temptation to justify what you did

Remember, the feedback may simply be someone’s particular point of view. But to them, it’s reality. If you try to justify it, you may be negating the person’s communication and make them feel as if they can’t open up to you again

5) Explain your viewpoint without being judgmental

This means sticking to the facts, while understanding how that will look from the other person’s standpoint. Be clear on what your intention was, if necessary, and get their agreement on how the situation is seen from your vantage point. You want to start looking at the value of the feedback, rather than justifying your position

6) Consider any solutions that may be pertinent to the situation

If the feedback was factual, start thinking about any changes that may take you in the direction of positive results. If it was about some personal issue, identify the meaning behind it and see if there may be something that could be done to rectify.

7) Remember that not all feedback needs to be accepted

There may be some feedback that you simply feel is a person’s opinion and doesn’t require any changes on your behalf. Explain this calmly and positively to the other person, saying that you understand their viewpoint but it won’t change anything. See it as their perception of reality, rather than reality itself, bearing in mind what the end result of that feedback would mean.

8) Thank them for the feedback

Any feedback is useful, because it gives you an insight into others’ perspectives of you and this could be vital if changes need to be made. So, give some form of thanks for opening up and sharing the feedback. You can then determine the next course of action to determine where you will go with it.

By viewing feedback as ‘the breakfast of Champions’, as Tom Peters calls it, you will be seen as approachable and open-minded, ensuring that your team see you as someone amenable to change when it is necessary.