| "The world belongs to the energetic." - Emerson | | | | and governmental agency leaders for determining |
| Recognizing performance WELL DONE is | | | | what works and what doesn't work with every |
| accomplished in many different ways from a | | | | employee within an organization. While, occasionally |
| managerial-leadership perspective. | | | | there may be some environments that have become |
| Cultivating energies and dedication from an | | | | stagnant due to institutional mediocrity which has |
| organizations bench is essential and whether done as | | | | been allowed to take hold, the following is a great |
| incentives, bonus systems, perks, recognition | | | | process for determining what works: |
| initiatives or what-ever, the act of motivating one | | | | 1. Have each employee or direct report on your |
| from their perspective is the equivalent to a new | | | | bench complete a self motivator assessment sheet |
| tank of gasoline in an automobile. | | | | or profile by detailing as many responses as |
| One of the traps which management has evolved | | | | appropriate for/to themselves, under two headers or |
| into over past decades is to believe that all people | | | | categories and keep it in your personnel files for |
| are motivated in the same manner. In actuality, | | | | future reference. |
| surveys reveal that what may be a motivator to one | | | | 2. Have each employee list those things that to them |
| individual may in fact be a de-motivator to another. | | | | would be appreciated acts or gestures welcomed |
| Management and personnel experts invest a | | | | from management that would be 'FREE' on one side |
| tremendous amount of energies to determine what | | | | of a sheet and on the other side of the page list |
| works and what doesn't. Research detailed in YIELD | | | | those items that would have actual 'FINANCIAL' |
| MANAGEMENT: The Leadership Alternative for | | | | perimeters about them. |
| Performance and Net Profit Improvement (by CRC | | | | The beauty of this sheet is that the "self motivator |
| Press, ISBN# 1-57444-206-6 /USA $29.95) illustrates | | | | assessments" allow managerial-leaders the ability to |
| that most of what has been done has been a | | | | ensure that every time meaning is attained, the |
| complete waste of everyone's time! | | | | actions are easily repeatable and in that the actions |
| For any motivator to have real impact, there are | | | | are coming from the recipients inventory, lasting |
| three guideposts that must be adhered to first: | | | | impact is more often attainable! |
| 1. The act or offering must be of meaning to that | | | | This simple three-step formula is even more powerful |
| specific recipient regardless of applicability to others! | | | | in today's work place, as studies have determined |
| 2. The act or gesture must be repeatable… | | | | that individuals are motivated in professional |
| what do you do for the next accomplishment which | | | | environments in one of three core ways: |
| warrants recognition? | | | | 1. By Self Fulfillment acts. |
| 3. The act or gesture must be of such nature that | | | | 2. By Recognition delivered in many ways. |
| there is some degree of lasting impact … not | | | | 3. By Intrinsic motives. |
| an act or gesture that the next day has lost all | | | | Using the above two templates, managerial-leaders in |
| meaning and memory! By rewarding the desired | | | | today's high speed, results oriented environments can |
| behavior and net results from a star player on your | | | | increase their ability to connect with individuals and |
| bench, the action given having more meaning to the | | | | motivate each individual from within their own |
| recipient, allows for that player to be psychologically | | | | rulebook of what matters! |
| and subconsciously reminded of the reward every | | | | "No man who continues to add something to the |
| time they do a similar future act. | | | | material, intellectual, and moral well-being of the place |
| Here is a fast track formula that we have found | | | | in which he lives is left long without proper reward." |
| amazingly always works with our Fortune 100 clients | | | | - Booker T. |