the devil's circle
If there is customer or client contact, the bad mood will also have an effect on them, which can lead to devil circles: customers or clients are dissatisfied, complaining, mood gets worse, and so on.
In order to break this vicious circle, you must not stay with the indirect mitigation by an employee no longer gets important customers, but must show consequences by clarifying in an objective tone, which price the behavior of the employee costs.
What motivates employees?
But what is behind this nimble face? Why was this employee annoyed? What did not fit into his plan? To answer these questions, it is important to explore what motivated him and what needs were not met.
Conduct a first open call, matching your goals with your employee's goals. The Balanced Scorecard approach has proven to be very practical by balancing the finances, dealing with clients / clients, personal development and internal process flows. Connected with this are key figures, which show whether and how goals were achieved.
Clarification steps before damage limitation
If the goals are not achieved, please clarify the reasons. To what extent was the responsibility of the employee and to what extent not? How can you help him reach the common goals next time?
Give yourself an ultimatum of content and time before proceeding to the limitation of the damage so as not to fall into the adaptation trap. The ultimatum helps you to determine the content and time as objectively as possible, based on the key figures from the Balanced Scorecard, whether and when and how the expected performance was achieved.
Text comes from: Mitarbeitermotivation: Die neue Lust auf Leistung (2014) by Michael Hübler, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.
Optimal leadership: Please do not be a motivational speaker!
// By Roland Jäger
Employee motivation is important for successful companies. However, those who in the long term have dissatisfied employees, instead of making it clear that employees have to do something, are in the wrong place as chief entertainers.
Discontent at the coffee machine
Mr. Bräsig and Mr. Lazarus are at the coffee machine. Both are dissatisfied. The motivation boost they had three months ago from raising their salary was long gone. Mr. Bräsig nails: â € œIf this goes on like this, then everyone can do it.â €
Mr. Lazarus goes one better: â € œI bet every typist here gets more net than I do. I torture myself here every day and no thanks! And what the Fips tapped again the other day ... 'meant Doctor Philipps, and he is the boss, mind you.
Careful, boss is listening!
He happens to be walking down the hall at this moment and listening to everything. His first reflex is to escape the embarrassing situation by pretending to have heard nothing. But then he tells himself that good services are only provided by satisfied employees - and grabs the bull by the horns. Well, that's about right.
Doctor Philipps also takes a coffee - actually, he prefers quiet water - and lets his soft skills play. A big compliment here, a small concession there and after a quarter of an hour, the two whistles are motivated back to their desks. And Doctor Philipps pats himself on the back satisfied because he was able to give his employees what they unfortunately always lose: orientation and meaning.
Motivational gurus sit in the wrong place
In the short term, it is easier and more pleasant for bosses to involve unmotivated employees in the team. This way you save yourself an uncomfortable conversation. In the long term, however, they cause considerable damage to the company and your employees. By giving the animator, they waste their time, which is then missing for the actual management tasks.
By leaving unwilling and bad employees in the team, they show that they are more important than the quality of their work. And if they do not open their eyes to these employees they are in the wrong place, they are wasting their potential, which is likely to unfold elsewhere.
What to do instead?
In your team, clearly specify the direction. With these guidelines in mind, every employee knows what he is and can decide whether he wants to work in this company, in this department or not.
If an employee does not know why he works in his company, if he does not feel an inner motivation, then it does not use anything to trigger him from the outside. He is then simply in the wrong place. Just like a boss, who thinks he has to keep his employees constantly in a good mood. As a motivational guru, he is simply overpaid.
Addressing future-oriented decision-making processes with motivation
// By Winfried Neun
There are different types of decision - for example, the future-oriented type, which decides quickly and holistically. Those who are familiar with these types usually do better when dealing with colleagues and employees.
The 4 me's
So it happens that some people like to develop new ideas and are creative and others prefer to deal with beautiful pictures or things in life.
The four egos in us are responsible for this, as the scientist Ned Hermann has shown.
No one is better or worse
It should be pointed out that no I is better or worse than the other, but the Is in their combination constitute our personality.
Experts among readers will certainly note that neurobiological research rejects typologies such as Ned Hermann's ego types as empirically unprovable models of our brain.
Simple images of our brain are necessary
This is also right for the research, but for practical use in business or in private life, simple images of our success are needed.
They are indispensable to turn research psychology into an “understandable” science with real benefits for everyone.
Tip
Let's take a look at these four ego expressions and look at the question of how our individual personality traits affect our handling of change.
As you read, think about which type of ego you have. In which type of ego do you recognize colleagues and employees again? Do you recognize patterns of behavior when dealing with new things?
Make things, decide quickly
The person, who is very strongly oriented towards the future, has learned in the course of his development that he is the best driver with fast and holistic decisions.
He loves to shape things, and hates rules. He sees in the money only a means to the purpose and less the risk.
The Boundary Crosser
At all, this imprint distinguishes a person who likes to take risks or cross borders. Details are repugnant to him and only the big picture as a vision inspires him.
Everything that is new, he must get to know and he would like to try it out. Of course, motivational activities result from this, because whoever has this character prefers certain tasks or activities, because they are very easy to do away with.