Page 51 - How to Motivate Every Employee

Ignore de-motivation
Attack de-motivators

head on
TEAMFLY

A s a manager, you directly or indirectly impact your employees’
self-confidence, their desires, their long-term interests, and their
overall ability to love what they do for a living. That’s a lot of pres-
sure on any manager to get it right.
This book is full of tips and guidelines to help you positively
influence the motivation of your employees. But, let’s face it. We live
in demanding and increasingly negative times. No matter how sup-
portive, motivating, or encouraging you may be as a manager, you’re
no doubt constantly facing circumstances that negatively influence
the motivation of your employees.
So how do you as a leader build and maintain hope in the midst
of influences that threaten to de-motivate? Simple. You attack the de-
motivators head on. Concentrate on putting your energy into what
you can do, rather than dwelling on de-motivating circumstances and
making their effects worse. If you do this, you will be better able to
combat doom and gloom and confront the adversity that negatively
affects the motivation of your employees.
Remember that de-motivators are factors that deflate the motivation
bubble. They can be events, management decisions, disappointments, a
lack of praise and rewards, and so on. Zeroing in on what’s causing your
people to feel deflated can help you to attack the de-motivators and
keep them at bay. There are three specific areas you need to be aware
of in which you can build organizational strength so that your employ-
ees can better handle de-motivating situations:

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