To understand how to motivate people, it’s better to figure out how to do it first.
Mistake # 1. Excessive consistency and pedantry
Try to write somewhere on social networks that the most important thing is people, you will immediately receive several comments about KPIs, financial results, and so on, as opposed to. As if there are only two extremes - on the one hand, the Scandinavian type of universal happiness, on the other, a rigid, regulated world of indicators. I understand that an organization needs to live, and often even survive. But is it possible to gently, elegantly achieve your performance, relying on human motivation? If you sow genuine goodness, trust, and open up opportunities, you are reciprocated and given reciprocal opportunities to your business. And if you fall into logic and speak in the callous language of numbers, regulations and working time norms, then people begin to look for ways to get around your logic. And this is all instead of looking for ways to achieve goals. And yes, during your paid working hours.
People always reflect your attitude towards them.
Further, you might argue that not all people are equally helpful and trustworthy.
And immediately go to error # 2
Mistake # 2. Fear and paranoia
And if he cheats? What if he leaks information to competitors? What if he starts to manipulate?
First, an experienced professional sees people who tend to respond to trust with a kick in interviews. If you doubt your ability to make an adequate assessment when hiring, and the head of the department performs functions other than HR, then it is worth investing in an external consultant. Believe me, those who honestly calculated the losses from “hiring mistakes” in banknotes are even embarrassed to admit it.
Secondly, even a watchdog, when he feels fear, attacks. Why did you decide that people do not feel your fear? They feel and subconsciously understand that “he has something to fear”. Simple arithmetic: Just as fear of attack provokes attack, fear of manipulation provokes manipulation.
Thirdly, even a domestic cat, having made sure once that the manipulations with begging for food have worked, will use its technique again as soon as necessary. Why do you think that if you let someone bypass the salary revision policy once “only for this particular person to stay with the company”, Will your troubles end? Manipulation provokes ... more manipulation. And this cascade will not stop until your policy turns into a * .docx.docx.docx file in a corporate dump.
You will object that this is a very valuable person for you and you had no choice and will make mistake # 3
Mistake number 3. Unevenness
How did it happen that this particular person became irreplaceable for you? He, of course, is pleased, but it has long been known that an inflated ego causes all sorts of ailments from the assortment of star diseases. Irreplaceable people have nothing to do with A-players. A-players are, first of all, loyal to the company and can wait a couple of months before a planned revision. They follow the rules rather than putting their interests first with an ultimatum. Because they understand that other people work in the company as well.
This is where paranoia helps - the risks of irreplaceability it would be better to find and work it out now. This will give both a sense of control and time to prepare a replacement in response to manipulation. Also, make sure your wage revision policy is stable, transparent, fair, achievable, and in sync with the market. If at least one of these points is not present, unevenness is present. And unevenness kills motivation.
And the team spirit, by the way, too.
Well, service culture at the same time.
And finally ...
And finally, you will tell me that I criticize, but I do not say, but how to properly motivate people.
Very simple. People need to be attentive to their needs and plan for - even small, but stable - financial and career progress. After all, they also progress during the time that they work for you.
Take a closer look at an ordinary employee.
If he is not asking for a review, do not assume that he is not watching the market or that he does not need to.
If it closes breach your body, don't make it the norm.
If he is in a mess up to the elbows and does not complain, do not walk past him with an unseeing, forward-looking gaze.
If he has been working in your company for a long time, do not forget to ask how he sees his development before loudly announcing a new promising vacancy in the labor market.
These are simple daily steps. But you put them off until a person comes in with an offer from another company, and you realize too late that without him you will lose much more. And this is the main mistake.
