SUPERMOTIVATION

No matter what you do, it seems, your employees do only what’s ab- solutely necessary to get along. You’ve handed out raises across the board year after year. You’ve been as generous as you can be with various incen- tives. Now you’re at your wits’ end. You ask in frustration, “What will it take to motivate my employees?”

The answer is not in the workers, but in your organization.

Employee motivation is usually treated as a problem of the individual worker. Motivation programs and initiatives try to inspire employees to work harder, but they do nothing about the work conditions that continue to demotivate those same employees.

The result: As many as 50 percent of workers recently surveyed said they only put enough effort into their work to hold onto their jobs. And 84 percent said they could work better — if they wanted to.

If you want to buck these statistics, says author Dean Spitzer, don’t try to fix your workers. Fix your company.

Discover the flaws in your organizational systems that are demotivat- ing your employees and eliminate them. For example, if your reward sys- tems reward speed over safety, then your employees aren’t motivated to work safely. Eliminate unclear or conflicting expectations.

At the same time, add elements that motivate your employees. Dele- gating authority, for example, is a motivator.

In this summary, you will learn which demotivators to reduce and which motivators to add. From planning and production to evaluation and compensation, you’ll learn how to build self-sustaining, long-term motiva- tion throughout your organization.

Any motivation program, such as an inspiring speaker, can create an instant surge of motivation. But it soon dissipates. SuperMotivation takes a different approach. It creates a work structure that naturally leads em- ployees to be — and remain — motivated.

Here’s how you can do the same for your company.

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