Page 23 - Perfect Phrases for Motivating and Rewarding

The Whys and Wisdom of Motivation: The Manager as Motivator

Setting Clear Expectations
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.
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 rela-
tionship savers, face savers, and client savers.
Use unambiguous language, since the simplest words can be
misinterpreted. Don’t assume that everyone’s understanding of first
draft, customer care, or early is the same. Clear communication goes
beyond giving information. It incorporates asking questions and
listening—really listening.

Leading by Example

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 pre-
vents 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.
You want employees to pitch in and help each other as needed,
so roll up your own sleeves. Think about the following situation that

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