Motivating Unmotivated People

Written by John P. Strelecky

Continued from page 1

Step #3 Explainrepparttar Rules ofrepparttar 150609 Game Have you ever played a new sport or game against people who are experienced players? Inrepparttar 150610 early stages of learning how to play, every few minutes you do something which you think is correct only to be told that it is illegal, or againstrepparttar 150611 rules. It can be exceptionally frustrating. This scenario often plays out inrepparttar 150612 workplace. Employees are given a task, but are not told allrepparttar 150613 parameters or rules. Weeks into a project they present their work to someone only to be informed that they need to change direction because of something they were never told about. This is particularly demoralizing and should be avoided at all costs. People can find solutions to almost any problem, but they need to knowrepparttar 150614 rules ofrepparttar 150615 game.

Step #4 Link People's Personal Goals withrepparttar 150616 Organizations Goals There is a reason that each employee goes to work. Successful motivators know what that reason is for every person who works for them. Each day they help their employees fulfill those reasons. Really successful motivators understand not onlyrepparttar 150617 reason, but howrepparttar 150618 reason ties intorepparttar 150619 person's bigger life goals. When necessary, they help their people think about and articulate those bigger life goals. When a person no longer thinks "I work so that I can make money," and instead thinks "I work so that I can enable my daughter to attend a school that will give her a chance to go do what she wants in life," there is a significant mental and motivational shift that occurs. Understanding that someone comes to work because they thrive on personal interaction, are trying to gain experience so they can run their own corner deli, or whatever is their personal goal, enables a manager to talk in that person's language. It also enablesrepparttar 150620 manager to assign responsibilities in that person's area of interest, and remind them of how what they are doing is tied to their bigger goals. Managers who enable people to fulfill their life goals through work, never have to worry about how to motivate their people. The act of fulfilling their life goals is enough to keep them motivated. Allrepparttar 150621 manager has to do is findrepparttar 150622 links between those goals, andrepparttar 150623 organization's needs, and matchrepparttar 150624 two up.

Step #5 Move Negative People offrepparttar 150625 Team Nothing can halt progress like someone who is discontent simply forrepparttar 150626 sake of being discontent. It is demoralizing to others and it draws energy and time fromrepparttar 150627 tasks being attempted. That doesn't mean you don't want good "counter-point" people on your team. Someone who says "Look, I know what we are all trying to do, and I think there is a better way," can be a valuable resource to help make surerepparttar 150628 team is onrepparttar 150629 right track. However, someone who just regularly says "We'll never get there," will just hold everyone back. Move them offrepparttar 150630 team, and bring in someone who will assist and supportrepparttar 150631 group's efforts.

Whether you are trying to motivate people to help create a clean environment for guests, or something more pertinent to your organization, remember that anyone can be a great motivator. All it takes is an understanding ofrepparttar 150632 appropriate steps to take and a willingness to do them. This article containsrepparttar 150633 steps. The willingness is up to you.

John Strelecky is the author of "The Why Are You Here Café", and a nationally recognized speaker on the topic of "Creating The Perfect Company". A graduate of Northwestern University's MBA program, he has served as a business strategist for numerous Fortune 500 companies, and co-founded the Business Philosophy practice at Morningstar Consulting Group LLC. He can be reached through his Web site at

Techno Marketing

Written by Upal Chakraborty

Continued from page 1
to be first demonstrated amongrepparttar internal customers (fellow colleagues),repparttar 150477 management,repparttar 150478 internal users. Ifrepparttar 150479 organization is confident aboutrepparttar 150480 product thenrepparttar 150481 organization can market it properly torepparttar 150482 outer customers. There might be several faults inrepparttar 150483 product but afterall we do not sell a product but our attitude. Oncerepparttar 150484 attitude is sold positively we are happy. Butrepparttar 150485 basic this isrepparttar 150486 marketing funda & nothing else. So good Technical knowledge + Proper Marketing Funda = A positive Deal

Upal Chakraborty is a Techno Marketing personnel since 1997 when he was just 18 years. With his creative ideas he became the Asst Manager when he was 19yrs. Now as the age of 26yrs he is associated with & its network sites as the Head - Business Development & Operations.

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