<h3>Excerpt</h3> <div><div> <h2>CHAPTER 1</h2> <p><b>Why Motivate?</b></p> <p>"If you want to build a ship, don't herd people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea."</p> <p>—Antoine de Saint-Exupéry</p> <br> <p>As you read about motivational phrases and behaviors, you will notice a pattern of open communication and respect. That is the basis for motivation, and many of the words and actions to motivate are small and simple, especially given how powerful they are.</p> <br> <p><b>Motivation Versus Demotivation</b></p> <p>Most people understand the benefits of motivating employees. We have all been demotivated and felt undervalued. Remember the people who have motivated you most and those who have had the opposite effect.</p> <p>The reasons <i>for</i> motivating are far more compelling than the excuses for <i>not</i> motivating.</p> <br> <p><b>Excuses for Not Motivating Employees</b></p> <p>* "I, as the employer or manager, have the option of cycling people out as they fail to meet my expectations." Constant turnover not only stresses the "survivors," but it also seriously impacts your bottom line.</p> <p>* "No one motivated me. I motivated myself." Did you? How? Did any outside influences play a role? This might be a worthwhile self-exploration.</p> <p>* "The paycheck is motivation enough." In today's economy, a paycheck alone is rarely enough to retain quality employees.</p> <p>* "Each employee was hired to do the best possible job and should just do it." This is the workplace variation of "I don't have to tell her I love her; I married her, didn't I?"</p> <br> <p>This style of "motivate-yourself management" does little to promote self-motivation, which, if nurtured, is a powerful force. The first excuse costs time and money, not to mention lost customer confidence, while the last three obviously fail to take human nature into account.</p> <p>Motivation includes both incentives and positive reinforcement, and it provides a reason beyond the paycheck for employees to care about the company. Employees who care about their company and its customers positively affect the company's success. Those who don't care have the opposite effect.</p> <br> <p><b>Reasons for Motivating Employees</p> <p><i>Motivated Employees</i></b></p> <p>* Contribute to a positive work environment</p> <p>* Affect the morale of those around them</p> <p>* Are team players</p> <p>* Are willing (if able) to go the extra mile in a crisis</p> <p>* Motivate clients and customers to return</p> <p>* Put a friendly face to your good name</p> <p>* Care about their company's image and success, and it shows</p> <p>* Are more likely to be self-starters and innovators</p> <p>* Have strong personal goals</p> <p>* Want to keep their jobs or move within the company</p> <p>* Have a healthy work ethic</p> <p>* Are committed to problem solving</p> <p>* Are good for business</p> <br> <p><b><i>Unmotivated Employees</i></b></p> <p>* Do not attract or retain clients or customers</p> <p>* Negatively affect the morale of those around them</p> <p>* Often quit or get themselves fired at the company's expense</p> <p>* Do not care about the company's image and success, and it shows</p> <p>* Call in sick more often than satisfied employees in order to do anything else (and may even become ill from the anxiety of going to a work environment where they feel unappreciated, even mistreated)</p> <p>* Will "punch out" in the middle of a crisis</p> <p>* May do what is asked of them but will rarely do more</p> <br> <p>Great coaches know how to motivate. They know what people need to start their internal engines. So we send you forward with the words of Vince Lombardi: "The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will."</p> <h2>CHAPTER 2</h2> <p><b>The Wise Motivator</b></p> <p>"Example is not the main thing in influencing others; it is the only thing."</p> <p>—Albert Schweitzer</p> <br> <p>How motivated are you to do your job? Think big picture <i>and</i> specific projects or tasks. A highly motivated leader will keep others motivated. You want high-energy, productive, focused, and motivated employees. Who doesn't?</p> <br> <p><b>Maintaining Self-Motivation</b></p> <p>Self-motivation trickles down to both internal and external customers, creates a positive work environment, contributes to financial profit and personal fulfillment, and leads to team success. The manager or business owner who exudes high energy and a positive outlook is motivational before ever trying. As Ralph Waldo Emerson said, "Enthusiasm is contagious."</p> <br> <p><b>Defining Your Style</b></p> <p>Think about leaders you admire (public figures or people with or for whom you have worked). What attitudes, behaviors, and words would you attribute to those motivators and demotivators? What about the first manager who motivated you? The teacher who made you feel you could succeed when you doubted yourself? An inspiring family member? Pick one or two of these people and jot down some characteristics that define them (such as enthusiasm, energy, calm under fire, honesty, decisiveness, focus, flexibility, good listening skills). You might also include some actions they took that you admire (for example, giving back to the community, finding creative financing options to avoid layoffs, never shouting in the office). Underline the characteristics and actions you hold as ideals. How many describe <i>your</i> style? If you match up in all or most areas, great! If not, keep the list as a reminder of worthwhile goals.</p> <p>Now look at those behaviors that detract from your effectiveness as a leader. What do you need to change? Are you typically late for meetings? Are you known as a shouter? Although everyone mutters, "That's just her style," no one appreciates it or looks forward to being on the receiving end. You are also setting a standard. Model the behavior you would like to see. Focus and build on those behaviors that define a strong leader. Even if it takes time, stick with it. We all have the capacity for change.</p> <br> <p><b>Being a Change Agent</b></p> <p>Most people fear or feel intimidated by change; even positive change can put people off-kilter. A supervisor whose feathers are easily ruffled by the winds of change will only add to the tension. On the other hand, a supervisor who expects the unexpected and doesn't get flustered is not only a calming force but also a role model for handling change.</p> <p>As a manager, supervisor, foreperson, or team leader, you feel the winds of change as they blow in from many directions. You are required to introduce corporate or company changes to your staff or team. Often, you play the role of salesperson, convincing others of the merits of a change and the benefits to them, the company, customers or clients, and your product or service. You may have to sell a change in which you don't believe. Even if you're fighting the change on one level, be supportive of the process with those who have to carry it out. If you're opposed to a necessary change and can't find anything positive to say about it, the employees will find the process more difficult, confusing, and disheartening.</p> <p>The impetus for change may also come from those who report to you. You may be the one who can implement change or the only link between your direct reports and decision makers. Change might also be inspired by client feedback, industry news, or your own insight. Your next big business idea might come from hearing someone on the street say, "Hey, I wish someone would make/write/teach/create ______________!" The idea is not to wait until business is faltering or stale, but <i>always</i> to be listening, looking, and open to the next idea.</p> <p>If you are a business owner, you receive motivation for change from many directions as well: variations in markets and demand, customer requests, the economy, those who report to you, and your own innovation, to name a few. Positive change may come from a seemingly negative event. You lose a contract; you lose a star employee; your staple product becomes obsolete—it feels like your darkest hour. Then you reevaluate how you lost the contract and find ways to strengthen your presentation and put yourself in a better position with future prospects; a new employee has contacts and skills that make your business surge; you bring on a new product that is in greater demand than the old one had been in twenty years. When you feel blindsided by unexpected change, don't despair; think—and get your best people thinking with you.</p> <p>Change is both inevitable and necessary to the process of moving forward. Not only do those in leadership roles need the ability to handle changes as they arise, but great leadership will never resist change simply because it's "not the way we do things." If you want to inspire innovators, innovate. Innovation doesn't come from rigid notions of "We <i>should</i> do this; we <i>should</i> do that, and by all means, we <i>shouldn't</i> do the other thing." Relax. Stretch out your shoulds. It's good for you <i>and</i> your business to be flexible and open to new ideas.</p> <br> <p><b>Setting Clear Expectations</b></p> <p>The number-one rule for getting what you want is to ask for it clearly. Many employees miss the mark because of misunderstandings or, as they believe, managers expect them "to be mind readers." Those who report to you want to know what you expect, how you want it done, and when.</p> <p>Clear expectations create a strong framework for a common purpose. Whether you're setting the tone for your work environment or assigning a single task or a major project, save everyone time by stating your expectations plainly. Be clear about what behaviors are or are not acceptable. Set exact deadlines; clear deadlines are relationship savers, face savers, and client savers.</p> <p>Use unambiguous language, since the simplest words can be misinterpreted. Don't assume that everyone's understanding of <i>first draft, customer care</i>, or <i>early</i> is the same. Clear communication goes beyond giving information. It incorporates asking questions and listening—<i>really</i> listening.</p> <br> <p><b>Leading by Example</b></p> <p>Think of all the behaviors you want your employees to demonstrate. Do you demonstrate them? For example, you want employees to be available to work overtime occasionally when deadlines are pressing, unforeseen circumstances have interfered, or things just take longer than anticipated. Are you running out the door at 5:00 or even 5:15, thanking others for carrying on the work? That won't be accepted graciously too often. Of course, if you have an obligation that prevents your staying, explain it humbly; however, don't assume that your participation—or presence—is not important. Too many late-night crunches for your employees while you head out on time will sabotage any other efforts you make to motivate.</p> <p>You want employees to pitch in and help each other as needed, so roll up your own sleeves. Think about the following situation that occurred shortly before a thriving start-up restaurant closed. A waiter did not show up, and the place was mobbed. As staff scrambled and customers waited, the owner/maitre d' maintained his role of welcoming guests and walking around, smiling and chatting. As one disgruntled diner explained, "He didn't carry out a meal or clear a table. They were clearly shorthanded. The customers waited too long for their dinners; the waiters were frazzled; and he just strolled around." By contrast, during an unusual rush at another restaurant, the manager was taking orders before the next wave of customers hit. Diners were impressed to see that they rated such care, and imagine how grateful the staff were.</p> <p>Think about crises in your own work environment and ways you can pitch in and help. In a crunch, no one should be above typing, collating, working a register, clearing a table, or finding a file.</p> <p>Respect is another lead-by-example opportunity. You expect every employee to treat every client or customer with respect. After all, customers are your organization's lifeblood. Don't bad-mouth the tough customers as they leave or quip about them in the presence of other clients. Treating customers the way you want your employees to treat them should top your list, along with treating employees the way you want them to treat customers. Like the failed restaurant described earlier, no one was surprised when a local shop quietly closed its doors. It was typical for customers browsing in the aisles to hear the owner and sales staff complain about people who wasted their time and didn't buy anything or to snicker about one customer in front of another. The store went out of business within two months.</p> <p>Always remember that your behavior sets a standard for the behavior of others. If your department has to work closely with another, prevent turf wars and interdepartmental friction by setting the tone for diplomacy. Look in your internal mirror now and then. Do you see a leader who communicates well, shows respect for others, accepts responsibility for his or her actions, shares the limelight, and demonstrates a strong work ethic? If so, these characteristics are more likely to be reflected in those who report to you. The behavior you model—whatever your intent—is the behavior others will see as acceptable.</p> <br> <p><b>Motivating Employees</b></p> <p>You may know what motivates you, but what motivates others? Of course, not everyone fits into the same mold and not all motivational approaches work for all employees. It's easy to say someone should be motivated by a manager who gives out specialty chocolates, but do you know whether you're giving a box of chocolates to a diabetic, someone who is allergic to chocolate, or someone who—believe it or not—just doesn't like it? Forget what you think people <i>should</i> want and find out what they do want. Great motivators are not self-centered; they are other-centered. They understand the difference between an employee who is motivated by "space to work" and one who works best with periodic oversight. Just as everyone doesn't like chocolate, everyone doesn't like space or a lack of it. Some people are most creative working alone; others are energized by a group dynamic.</p> <p>Your role as motivator begins with your mindset. In Part Two of this book, you will find motivational mindsets and sample motivational phrases that support them.</p> <h2>CHAPTER 3</h2> <p><b>A Positively Motivating Environment</b></p> <p>"Life is what we make it. Always has been, always will be."</p> <p>—Grandma Moses</p> <br> <p>Motivation thrives under managers and supervisors who create a positive atmosphere in which people feel supported, valued, and respected. A motivational work environment is charged with energy. Working in an environment without motivation is similar to slogging through mud. You can have all the rah-rah meetings and use all the positive slogans you want, but if you allow an employee to be harassed or treated disrespectfully, your positive efforts will appear hypocritical. Doing any job while pushing through negativity takes more effort than it would take fueled by encouragement, positive language and feedback, appreciation, and an overall sense of team spirit.</p> <p>A positive environment encourages risk-taking and allows room for error as part of the process. Armand Pasquini, regional vice president of Starwood Hotels, put it this way: "So many managers are concerned about zero errors or doing things by the letter that they stifle creativity and initiative. Early in my career, one manager said something to me that had a profound impact and released my creativity. Recognizing that my focus on not making mistakes was holding me back, he said, 'I dare you to make a mistake that I can't fix.' I find myself saying the same thing to those whom I manage today." Marcie Gorman, former president and CEO of Weight Watchers of Palm Beach County, Inc., and former president of the W.W. Franchisee Association, Inc., transferred a two-word mantra she used successfully with the nation's number-one weight loss program to any work situation: "Just stop! If you discover that you made an error, don't feel guilty, don't dwell on it, don't cover it up, don't make it any worse, just stop. Then, regroup, learn, and forge ahead."</p> <br> <p><b>A Positive Workplace</p> <p>The Motivational Mindset</b></p> <p>* Positive results come from positive thinking.</p> <p>* The positively motivating environment is one in which employees feel welcome, comfortable, and appreciated.</p> <p>* Start the day with a friendly greeting. Show a sincere interest in employees.</p> <p>* Positive phrases can often replace negative ones. Instead of saying, "I can't stand this project," try "This project is really challenging!" Positive words change your tone.</p> <p>* <i>Yes</i> is more inspiring than <i>no</i>, even if it's a "Yes, but...." If you cannot say yes because of timing, say, "Yes, but not right away." Instead of dismissing a new idea completely, is there some part of that idea to which you can agree? Would you accept the idea with certain revisions? If yes is a possibility but not a certainty, then maybe is appropriate.</p> <p>* <i>Yes</i> (with qualifications) or <i>maybe</i> is only friendlier than no when the possibility truly exists. If you know the answer is <i>no</i>, say so; don't keep someone waiting and hoping for a response, decision, or action that will never come.</p> <p>* <i>No</i> is, of course, a necessity. Without <i>no</i>, you would be doing everything for everyone, joining countless committees and crusades, and taking on responsibility for every organization that reaches out to you. <i>Nos</i> can be polite and even supportive and encouraging. Most important, they can be critical to self-preservation and employee retention.</p> <p>* Champion family-friendly policies without creating an environment in which single people are penalized with extra work and late hours to accommodate those with families.</p> <p>* Acknowledge your employees' right to have lives outside of work.</p> <p>* Understand that when people have made plans that are hard to change, that does not mean they don't want to contribute and would not stay late under other circumstances.</p> <p>* More and more family-friendly companies offer on-site day care. The employee who knows her child is in a safe, caring environment that is just steps away focuses on work rather than worrying.</p> <p>* Create a positive physical environment. Consider fresh paint, temperature, ergonomics, cleanliness, and lighting.</p> <p>* Keep a library of motivational books that employees can borrow. Encourage people to share helpful resources they find on their own.</p> <p><i>(Continues...)</i> </div></div><br/> <i>(Continues...)</i> <!-- Copyright Notice --> <div><blockquote><hr noshade size="1"><font size="-2">Excerpted from <b>PERFECT PHRASES for MOTIVATING AND REWARDING EMPLOYEES</b> by <b>Harriet Diamond, Linda Eve Diamond</b>. Copyright © 2010 by Harriet Diamond and Linda Eve Diamond. Excerpted by permission of The McGraw-Hill Companies, Inc..<br/>All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.<br/>Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.</font><hr noshade size="1"></blockquote></div>
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