Motivation and Engagement

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Motivation and Engagement

Because we've always done it that way

The Monkey Experiment

Start with a cage containing five monkeys.

Inside the cage, hang a banana on a string and place a set of stairs under it.

Before long, a monkey will go to the stairs and start to climb towards the banana.

As soon as he touches the stairs, spray all of the other monkeys with cold water.

After a while, another monkey makes an attempt with the same result - all the other monkeys are sprayed with cold water.

Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it.

Now, put away the cold water.

Remove one monkey from the cage and replace it with a new one.

The new monkey sees the banana and wants to climb the stairs.

To his surprise and horror, all of the other monkeys attack him.

After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted.

Next, remove another of the original five monkeys and replace it with a new one.

The newcomer goes to the stairs and is attacked.

The previous newcomer takes part in the punishment with enthusiasm!

Likewise, replace a third original monkey with a new one, then a fourth, then the fifth.

Every time the newest monkey takes to the stairs, he is attacked.

Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey.

After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water.

Nevertheless, no monkey ever again approaches the stairs to try for the banana.

Why not?

Because as far as they know that's the way it's always been done around here..........


And that's how company policy begins.

 

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Motivation

Help! I'm lazy!

Motivation - How to get away from that self destructive "lazy" feeling and get back to a normal motivated self.

Motivation Skills

A new client just said this to me the other day:

"My problem is that I'm lazy.

I just can't seem to stay focused, or get started on doing the important things."

It's no wonder he thought this- all the messages coming at us from popular culture tell us that if we're not doing what we're supposed to be doing, we're lazy.

I'm going to tell you right now, I don't believe in lazy.

What is laziness?

Back to my well-thumbed American Heritage Dictionary: "Resistant to work or exertion; disposed to idleness."

Ok, I accept the first part of the definition: "resistant."

But NOT disposed to idleness. How many people in business do you know who are disposed to idleness? Out of the hundreds of people I've worked with, I haven't really seen anyone prefer to sit around all day, for days on end, with their hands in their back pockets.

Sure, maybe you are working on ineffective things. Or are paralysed because of indecision. But lazy...? I don't think so.

If you think you're lazy, do nothing for one week.

Nothing. Don't clean the house. Don't make any phone calls.

Don't surreptitiously work on your marketing. Don't even think about any of this. If you can do this for one week, even then you aren't lazy - you're probably just enlightened. ;)

Ok, so what is this thing that we call 'lazy?' It's resistance. So, if we're resistant, especially if we're unconsciously resistant, it's probably a good idea to find out why.

In every case when I've looked at the situation with myself or a client, the resistance was a healthy (healthy!) stopping point, because our beings didn't want to move forward and jump over a necessary step.

Remember my new client who thought he was lazy? When we looked, we saw a crucial self-care issue that he had been unconsciously trying to jump over. If he had actually moved forward into action without dealing with this self-care piece, he would have ended up successful, but burnt-out and disconnected from his heart.

If you are calling yourself lazy, I think it's time to acknowledge your resistance as healthy, and see what your heart doesn't want you to miss.

Keys to Lazy

* Most issues of laziness actually have to do with forgotten self-care issues.

While you aren't getting something done, feeling more and more frantic or self-judgmentally about it, you are probably also feeling depleted. Notice the depletion- what do you need to care for yourself?

* Hundreds of people have taken the free Remembrance Challenge- a 14-day free online course in applying your heart in business situations.

If you are feeling depleted, or not getting to something, the Remembrance will help you find the answer.

* Try breaking it down.

Meaning, whatever it is that you aren't getting to, perhaps in reality it's more than one thing. For instance, that email you've been meaning to send to your list- it's not just writing the email, it also involves three other tasks, including calling someone that you feel uncomfortable talking to.

Ahhh! That's what was stopping the email- you aren't lazy, you are uncomfortable talking to this person. Use the remembrance, or a business healing, to get to the core of it. Have I mentioned the Remembrance Challenge?

My very best to you and your business,

This article was contributed by Mark Silver

Mark Silver is the author of Unveiling the Heart of Your Business: How Money, Marketing and Sales can Deepen Your Heart, Heal the World, and Still Add to Your Bottom Line.

He has helped hundreds of small business owners around the globe succeed in business without losing their hearts.

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Motivation and Engagement

Keeping People Motivated

As we approach the summer months, many people will be distracted from work or normal routines by increased outdoor activities, vacations and our kids out of school, business cycles and even the warmer weather.

Your challenge as a parent, manager or small business owner is how to keep people motivated to perform their assignments.

Motivation Skills

I think there are three key factors that you need to recognise and prepare for behaviour adaptation and modification during this period.

Recognise that you are the example people are keying off of.

Key Factors for Successful Motivation Communication, always important, but this time of year it is critical.

Why, because everyone else is juggling their personal schedules as well job assignments.

You must encourage two-way communication; this will assure everyone is involved and keeps the work flowing smoothly with minimal disruption.

Start communicating the critical milestones or dates that need to be supported and planned for now, then each of these items can be planned around.

The identified critical dates can be the customer orders, product releases, holidays, and planned vacations; depending on your situation identify these through the summer months.

Be aware, your normal routine may not begin again until up to three months from now when the kids are back in school.

Maybe you should backwards plan from this date week by week until you can arrive at today.

Flexibility, is your ability to adapt to change at any given time or when presented with an abnormal situation.

If you have/are a company with built in flexitime (window of arrival and departure times for worker schedules) around standard core hours, communicate this to everyone; and as a manager, treat each situation differently if possible.

You may be limited by human resource procedures or state workforce regulations; check in to these if you have questions.

The key is to let the flexitime work in your favour, but everyone must be communicating so the work or task is still ultimately covered.

Positive attitude, keep your smile

It truly is contagious.

Sure there are going to be disappointed people during this period, but focus on the bigger picture, not just the individual situation.

Keep the goals informant of everyone: why are we doing this, how we are doing against the goals.

Schedule an activity that can be viewed as a reward and positive gesture about the midpoint and, if possible, prior to a holiday.

This can be a catered lunch for everyone, prize give-aways of some type, or let everyone off for the afternoon with pay.

You get the idea; let the people know you appreciate their efforts during this time of year.

Set forth a constructive model for everyone to follow.

Do not become the negative case in point.

This article was contributed by Kent Jacobson

Kent Jacobson, a.k.a. "Mr. Success" is a trusted authority in the success field.

 

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Motivation and Engagement

Motivating Others Whats The Real Answer?


Whether you are an employer, manager, teacher or parent, we are all at some stage keen to get answers to the age old question of How to motivate others? Bob Selden of the National Learning Institute suggests some novel responses.

Motivational Skills

So, economics and statistics are the flavour of the month, or more specifically Freakonomics (Steven D. Levitt and Stephen J. Dubner, Penquin Books 2006).

In a quote from Levitts website,

Through forceful storytelling and wry insight, Levitt and co-author Stephen J. Dubner show that economics is, at root, the study of incentives - how people get what they want, or need, especially when other people want or need the same thing.

And Levitt & Dubner do have many interesting, amusing and sometimes disturbing (at least to me) stories to tell.

For example, take the case of the child care centre that was having difficulty with a few parents picking up their children late.

It was decided to institute a late pick up fee of $3.

As you might have guessed, this did not stop the late parents and in fact their numbers increased from about 8 to 20!

By introducing the fee, late pick ups had just been legitimised and ameliorated the parents feeling of guilt.

Levitt and Dubner suggest that incentives, to be effective, need to have three components economic, social and moral. In the child care case, would increasing the late fee to $100, posting the names of the late parents on a public list and running discussion groups on the implications of late pick ups for children and parents, have changed the parents behaviour? The answer is unequivocally, Yes.

Another example given is cigarettes. Levitt and Dubner suggest that in the US, the tax of around $3 or so on cigarettes (economic), no smoking laws in restaurants (social) and publicising the profits being made by terrorist groups through black market cigarette sales (moral) have successfully combined all three incentive ingredients to stop people smoking. And they are right.

But (and in this case its a big but) do incentives work? Do they motivate people? On the cover of their book they suggest Assume nothing question everything, and Im taking them up on this challenge. I agree that incentives work they can change peoples behaviour.

However, what do you get when you introduce incentives (even those that include the three components)? Incentives produce compliance, they do not produce commitment. The second thing that happens once incentives are introduced, is that they need to be repeated! And repeated, and repeated! Once started they cannot be stopped a right given is a right expected.

As an employer, manager, parent or teacher (or child care centre manager), do you want compliant people or committed people? Wouldnt it be so much easier to be an employer, manager, teacher or parent if incentives really worked in the way that they are intended?

Unfortunately, because the incentive has only changed behaviour and not motivation, when we take away the incentive, it is most likely that people will revert to their old behaviour. Whereas with committed people, even when conditions change, they are far more likely to remain motivated. (Mind you assume nothing question everything, always be wary of equating correlation with causation. They are often not the same thing.)

In regards to managers and compliance, a colleague of mine Peter Nicholls wrote recently, Managing people was so much easier when you could just concern yourself with who they were from the time they walked into the workplace until the decreed knock-off time.

Staff had each taken a vow to daily serve the organisation fully and faithfully until home-time us do part. However, todays manager needs people who are committed and therefore perform at their best. Compliance most often only brings mediocre performance.

If you as an employer, manager, parent or teacher, want committed rather than compliant people, how do you get them?

There are three things that you need to do:

1. Select the best people and then train, coach, develop and manage them well (parents and teachers may have some challenges with selection, but they can certainly train, coach, develop and manage appropriately).

2. Make sure that there is a values match between what they believe in and what the organisation believes in.

3. Provide them with sufficient recognition (not rewards, nor incentives) that will encourage them to maintain their motivation.

The first item, people selection and training is the topic of a future article. In previous articles (Are Your Employees Motivated? and Have You Been Appreciated Lately? - http://www.nationallearninginstitute.com/) I have clearly laid out the case for item three, recognition. In the remainder of this article, Id like to focus on the values match.

Why values match as one component of gaining commitment? Our research with employees (in focus groups and interviews) across many organisations and industries over the last 20 years, suggests that:

People join an organisation because of the role (and sometimes the reputation of the organisation)

People leave organisations because of poor management and leadership (not as you might expect for a better job or more money these things generally come after they have decided to leave)

People stay in the organisation (assuming management and leadership are o.k.) because they share the same values as those they work with and of the organisation.

How do you get (and maintain) a values match? You can do it either informally or formally.

In discussions with a teacher recently, she mentioned that her principal was always focusing on problem students. For example, during break periods in the staff room, the principal would continually ask teachers about the problems they were having with students.

This encouraged a values match within the teachers that suggested the best way to get noticed by the principal was to bring up problem students in discussions with him. The values match informally being reinforced by the principal here was a negative one of problems.

This contrasts quite dramatically with the experience of my own children who each had the fortune to have as a principal someone who encouraged a positive values match. He would regularly be seen in the grounds talking with students during breaks about what they were interested in. When he visited a classroom or made formal presentations to students, he continually focused on positive things that particular students had done (these were not the standard awards, but rather behaviour, special interests, sport, academic and so on).

He knew the interests (and values) of the students from his informal discussions with them and made a point of asking each teacher what were the positive things that their students were doing.

In a formal way, you can uncover the values match by running some team discussions with your people around the Ideal World concept i.e. If you had the chance to work / live / participate / attend in an ideal organisation / school / family, what would it look like? What would people in this ideal situation do? The results of the ensuing discussion will then give you a very good lead to the values that your people have in relation to the workplace, organisation, school or family.

This article was contributed by Bob Selden

Bob Selden is a manager, trainer and parent. As Managing Director of the National Learning Institute he often helps managers and particularly new managers, with the perennial question How do I motivate my people?

 

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Motivation and Engagement

Switching on Motivation

Switching on Motivation: Speaking of Attitude

You can change your attitude even quicker than you can change your shoes. That can change your entire day and the day of those that have to deal with you.

Motivational Skills

Here's a simple truth: There may not be any simple truths.

Yet whether youre selling ideas, your vision, yourself or your products or services, persuasion is often a matter of supplying shorthand ways of thinking about complicated problems, allowing people to quickly evaluate a complex situation and come to a decision.

That's why stories, analogies, and metaphors work so well.

As former General Electric CEO Jack Welsh said, "Simple messages travel faster, simple designs reach the market faster, and elimination of clutter allows faster decision making."

Wyatt Technologies, a client of mine, manufactures light scattering equipment for measuring absolute molecular weight in polymers.

It may require a Ph.D. to fully explain why their methodology is superior to their competition's. Many of their prospects and at least one of their consultants (me) couldn't understand it even from a Ph.D.

But everyone could grasp the shorthand metaphor they came up with:

"It's like using a speedometer to measure the speed of your car rather than an altimeter. The altimeter will do the job, roughly. If you're willing to do some complicated figuring. The speedometer gives you the exact speed immediately."

Consider finding shorthand ways to sell your goals to yourself--to remind yourself of what you are doing and why you are doing it. So you can keep yourself motivated. Which means keeping yourself sold.

Former San Diego Charger defensive tackle Norman Hand wore a pair of Miami Dolphin shorts under his Charger shorts.

Hand was cut by the Dolphins. "Every time I'm tired, Hand said, I raise up my Miami Dolphins shorts and they remind me."

I once watched a top level executive completely demotivate an assistant with a few harsh, astonishingly ill-chosen words. I noticed he was wearing a pair of shoes that probably cost more than the assistant made in a month.

"In your business," I asked him after the assistant left, "your shoes are more important than your attitude, right?"

"No, of course not."

"So what exactly do those expensive shoes do for your business?"

"They HELP my attitude."

"Good. Switch them on, will you?"

Fortunately he laughed, and his mood lightened immediately.

From that point on, he used to talk about switching on his shoes when he needed to adjust his attitude.

Salespeople used to say they sold on a smile and a shoeshine.

Nowadays too many executives, too many of all of us, are all shoeshine and no smile. We wouldn't think of wearing shoes that pinch and bind but we'll wear an attitude that chafes ourselves and everyone around us.

You can change your attitude even quicker than you can change your shoes.

That can change your entire day and the day of those that have to deal with you. A visualisation like switching on your shoes, as silly as it might be, can be an effective shorthand way of recovering the attitude you want.

The following article was contributed by Barry Maher

Barry Maher is a motivational keynote speaker and workshop leader, who speaks and writes on communication, motivation, leadership, management and sales.

His books include Filling the Glass, honoured as [One of] The Seven Essential Popular Business Books, No Lie: Truth Is the Ultimate Sales Tool and the cult classic  fantasy novel, "Legend."

Call him at 760-962-9872


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Motivation and Engagement

The 3 Secrets Of Team Motivation

The majority of people in teams and organisations throughout the world are severely underutilised. Your team have probably more to offer in terms of skill, knowledge and experience.

Motivational Skills

Do you want a highly motivated team who don't take time off work, don't keep looking for other jobs and make a positive contribution to your business?

If the answer is "yes," then there are three steps you need to take with each member of your team.

Steps 1 - Spend some quality time

I didn't say "quantity time" I said "quality time." One or two minutes of quality time on a regular basis are far more productive than a one hour review every year.

You need to get to know each member of your team better and they need to get to know you.

This will help you build a positive relationship with each team member.

You'll gain a much better understanding of them and how they're handling the job.

It will also give the impression that you care about the individual and show that you're there to help with problems both personal and business.

Spending quality time will encourage opinions and ideas to flow from them and allows you to explain the company's mission.

It gives them a feeling of being in on things which is a huge motivator.

It will also help you build an "early warning system" of any problems both business and personal. Finally, it builds team spirit and morale.

Step 2 - Give feedback and coach

You need to regularly tell each member of your team when they're doing well and when not so well.

I read some recent research that suggested 65% of employees in the US received no recognition at work in the past year.

My experience tells me that it's much the same throughout the world and much worse in some countries.

Some managers still believe - "why should I praise people when they're only doing what they're paid to do."

If you want a happy and motivated team then you need to tell them when they're doing well.

It's also important to tell people when they're not performing well.

There are too many managers who either ignore poor behaviour or come down on the person like a ton of bricks.

There are particular ways to give feedback and coach and they're described in detail in the book - How to get More Sales by Motivating Your Team.

Step 3 - Be a believer

We're now getting into the area of "Empowerment" which was first introduced in the 1980's and became a bit of a management buzzword.

However, I believe that it's one of the most promising but least understood concepts in team motivation today.

I'm a fairly down to earth practical sort of person (probably comes from my engineering background).

I'm not big into motivation theories unless I can see the benefits for me - I see a great deal of benefit for managers and team leaders in Empowerment.

Empowerment is about utilising the knowledge, skill, experience and motivation power that's already within your people.

The majority of people in teams and organisations throughout the world are severely underutilised.

Your team have probably more to offer in terms of skill, knowledge and experience.

Put this to the test right away - implement these steps, motivate your team and achieve your business goals

About The Author:

This article was contributed by Andy MacDonald

Andy MacDonald owns and runs his own custom website design company called Swift Media UK which also incorporates ecommerce development, affordable web hosting, and logo design.

 

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Motivation and Engagement

Employee Engagement Surveys

The Value of Employee Engagement Surveys as Part of a Change Management Strategy

Employee engagement surveys save your organization the tens of thousands of dollars. Invest your time in a well thought out change management strategy.

This will ensure a climate where communication is open, ideas are valued and actions are implemented.

One of the things that continues to surprise me is that when times are bad organizations still spend money on employee engagement surveys.

A general look around the office or factory and tea room discussions would make it obvious to all that wanted to see it that employees are not so much engaged as they are worried about their jobs.

This leads us to two major issues to consider during tough times, the first is how we inspire confidence and innovation in an organization that appears to be in freeze mode.

The second is what you should measure as an indicator of employee engagement.

Let's deal with inspiring confidence and innovation in your organization.

Well this boils down to a change management strategy that focuses on getting employees actively involved at all levels in understanding the business and how their ideas can have a positive impact.

Here's an example of what you could do

1. Take real business data and share it with groups of employees at all levels that deal with customers in specific sectors. 

2. Ask employees for ideas on improving or innovating just one aspect of your service offering or product line and test in a specific market segment on a small scale, say a sales territory or state. 

3. Then after testing those ideas for a six week period ask employees to examine the business results. 

4. Take those ideas that have shown a substantial improvement in sales and implement either state wide or nationally depending on your organization. 

5. Design a reward and recognition program around the impact of these ideas on the business outcomes and start to energise your workforce.

It really is that simple, treat employees with respect, stop telling them what to do instead listen to what they have to say, put some rigor around the framework for ideas and reward outstanding results. This is how innovation happens and how you can energise an organization to respond quickly to changing market conditions.

Another key is to ensure that whatever change management strategy you design it has specific activities and responsibilities for management.

Often we forget that managers are just as concerned during tough times about their job security, but their team members are looking at them for direction and support.

So when we design change strategies ensure that there are key responsibilities and clearly defined activities for all levels of the organization.  So practically what does this mean with our example above?

Well you would design specific activities such as;

1. Managers would identify the real business data and share it with their teams

2. Managers would be responsible for selecting which ideas would be selected for testing in a specific market and they would decide which test market

3. Managers would obtain the business results at the end of the six week test period and organise briefings with their teams

4. The hierarchy of managers would then decide which tests produced the best result and decide which to implement and project plan that implementation

5. Together with human resources the management team would decide on a reward and recognition program and share it with their teams.

So what about employee engagement surveys?

I say save your organization the tens of thousands of dollars they cost and invest your time in a well thought out change management strategy like that outlined above.

This will ensure a climate where communication is open, ideas are valued and actions are implemented.

All these steps are indicative of a workforce that is focussed, has purpose and feels a greater level of confidence about the future of their organization and therefore their role because they are actively involved in designing the future, not being told what do and when to do it.

If you just change the paradigm from budget cuts, budget cuts and budget cuts to opportunities, growth and involvement your organization's business results will be your barometer of employee engagement, no survey required.

This article was contributed by Kevin Dwyer Director of Change Factory.

 

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Motivation and Engagement

Motivation - Going for It!

Follow your dream

Ever thought of becoming a magistrate, opening a soft furnishings shop, training as a counsellor, planting a show garden, writing for the local paper? All of us have dreams, yet too few pursue them. Going after the dream can feel so daunting it's often easier to have the fantasy than to live it. Here's my basic philosophy. I don't want to get to 80, look back at my life and think "Ooops! I wish I had...!" I want to know I've lived all the life I've been given, whatever that means. So what are your dreams?

What's Holding You Back?

  • I might fail (public humiliation)
  • I might succeed (other people's high expectations)
  • It's too difficult at my age
  • I'll never find the time
  • People will think I'm 'too big for my boots'
  • I don't know how to begin
  • Who am I? There are other people far more qualified
  • I don't have enough self-confidence


It's All Right To Be Frightened

Fear, concern, anxiety are natural feelings so don't expect to be entering a new venture without some pretty intense emotions. You have to decide whether you're going to give them more room in your head than the excitement, anticipation and joy that are equally present. If you listen too much to the anxious feelings, they'll tell you to stop before you begin. Get an image in your head of you at your most successful and let her have more room than the 'little' you that will keep you small if you let her. Draw a self-portrait of your successful self. Start a scrapbook and put her on page one. One of my scrapbooks is filled with cartoons, my own drawings (really bad ones I might add!), poetry (mine and others), clippings from magazines and newspapers, anything that helped me define my dream.

Identify The Skills You Already Have

Being a homemaker requires courage, tenacity, planning, determination and flexibility. All those qualities are also required for any new venture. For one month keep a journal in your scrapbook of everything you do in your daily life and the qualities and skills you use to do them. Then imagine yourself in your new activity and list the skills you'll need, marking a tick next to the ones you already have. In some cases you may need retraining (studying to be a counsellor, for instance), but in most cases I have found that people already have the skills and qualities they'll need for a new vocation.

Get A Support Structure In Place Before You Begin

Two is a support group. Get more if you can and schedule regular weekly meetings. They need only last an hour. Part of their purpose is to help keep you on track. At the beginning tell your support group your long-term aspirations and at least one short-term goal per week. Other people's jobs are to encourage, brainstorm new ideas and tell you you are wonderful. This is no joke. When the going gets difficult, you need to have people on your side whatever happens. A few good words from someone you trust can brighten anyone's day. Make sure you do not include anyone who will tell you why your ideas won't work. It's fine to have someone point out some of the pitfalls, but you do not need negativity it just feeds the little you.

Dream With Your Feet On The Ground

Be realistic. You may dream of being a ballet dancer at 45, but it's mighty unlikely to happen. However, you could get involved in set design, costume-making or any number of related areas. One of the problems that people with impossible dreams encounter is that they make them so big, that not only is it unlikely they'll be able to achieve them, it is equally likely that they will be the best excuse never to begin. I'm a great believer in impossible dreams (I have them myself!), but make sure they can be broken down into 'bite-size' chunks, so that you can see a beginning, middle and end to each chunk. If my dream is to be a Booker prize winner I can stay in my head autographing first editions and never start the first page. Or I can keep a journal every day, send a short piece into the parish newsletter and write letters to the editor of my favourite magazine as a way of practising my skills as a writer.

Start Networking - You Know More People Than You Think

Go through your address book and see if there's anyone amongst your current friends, relatives and acquaintances who knows something about the area you are interested in. Don't think in terms of what they can do, rather what or who they know. Identify who's already doing what you want to do and ask to pick their brains. It may seem quite a bold thing to ask but, in my experience, people are usually quite generous about telling others what they know (good for their ego too) and will give not only useful pointers but will alert you of pitfalls as well.

Learn To Sell Yourself

If you don't think you have something to offer, why should anyone else? You don't have to wave a banner to sell yourself, but self-deprecation won't do it either. An exercise to do with your support group is to imagine yourself as a product. What's special about you the product? Why would someone want to 'buy' this product? Who are your 'customers'? How will you reach them? Odd questions to ask yourself, but they will put a new slant on looking at yourself more objectively. Then you need to create a Marketing Plan to launch this new product onto the world.

Create Your Marketing Plan: Back To The Future

I know this sounds obvious, but the number of people I've met who have huge dreams and no plans astonishes me. The best way to make a plan that I know is to start with your end point and work backwards. Begin with your goal and think of what would have happened just before you reached it, then what would have happened just before that, and so on till you reach the present day. Draw a graph of what needs to happen when and be clear about the milestones those key elements that must be in place for your plan to work well. Put people's names next to the milestones. And most important of all, make sure you create a budget so you know what resources you'll have to call upon at each stage.

A plan should make you feel supported, secure and freed up. If it feels like a burden, you've got the wrong plan.

Celebrate Small Wins

Small steps lead to big accomplishments. But sometimes we can be so fixated on the end result that we don't enjoy the small triumphs that happen along the way. Every phone call, every letter, every new idea, (however far-fetched) I look upon as a win. I suppose one definition of a win is that it something I haven't done before whether it's successful or not. The mere fact of me giving it a try is my success. Set small, easy short-term goals, and give yourself breathing room. Double the amount of time you think it will take to achieve any of your goals.

Be Willing To Change Your Dream

Few get it right the first time. Ask any bank manager and they will tell you that the majority of new ventures fail in the first year. That's as true for new businesses as it is for a small home industry. It's actually the journey that counts as much as the end result. If the goal is everything then it's unlikely you'll take pleasure in how you get there. The true accomplishment is in the trying. You may find that half way through setting up your soft furnishing shop you don't really have the temperament to work with the public all day long. You could look on that as a failure. However, at the same time you might have realised that your real passion is for interior design. Changing you mind does not mean you are a failure. It means you've changed your mind!

In my own case, I look at one of the scrapbooks I created fourteen years ago, and I still find it inspiring, even though much of what I wanted to accomplish didn't happen. What did happen is that I created a tangible 'forum' for my dreams and aspirations that helped me get clear about what I wanted. I still live my dreams; I'm just more willing to let them change.

 

Motivation - How To Get What You Deserve

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Impact Factory runs

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Motivation and Engagement

Motivating your Staff

 

"What I need is some instant motivation."
"I'll just get someone in to motivate my team."
"If only I was more motivated, I'd get a lot more done."
"I wish my manager would motivate me better."
"I get completely demotivated when I'm not praised."


Motivation is one of those vague catchall words that mean completely different things to different people.

Here are some we've encountered over the years

- admiration
- money
- job satisfaction
- competitiveness
- completing a task
- children
- Friday afternoon treats
- jealousy
- pleasure
- waking up to a sunny day
- having your football team win

But it's pretty safe to say that most people will feel motivated when they know they are making a contribution, being heard, doing something useful, receiving praise and acknowledgement, having their skills developed.

We sometimes approach motivation as one of those things where people sometimes feel they have to 'rally the troops'.

It's as though something has to come along that will affect people in such a way that they will now be motivated, where before they weren't.

And sometimes it's really important to do that; to stimulate and encourage people so you can get the best from them.

For ultimately, that's what the motivation business is all about: challenging people, getting them excited about a project, a product, a new way of doing things; and making them feel they can do what's being asked of them.

Where managers and other big 'cheeses' often go wrong is that they'll overlook some of the small extras in favour of the splashy, or they'll decide on their own what will motivate the people around them without ever asking those very same people.

True motivation (as opposed to firing people up and then expecting them to simply get on with it) isn't just for special occasions either; it's an important, if not vital, part of every-day life.

People need that something extra, - however small - to feed their esteem and self-worth, so they can get up tomorrow and do the job in hand with enthusiasm and confidence.
 

Motivation and Engagement Training

FreePhoneFreephone: 0808 1234 909

 

The team:

Training Course Accreditation

Communication Skills Trainer Accreditation

To ensure that the courses you attend are of the highest quality, offering the best professional tuition possible,
all our Open Courses are evaluated and accredited.

This accredited course is suitable for corporate and public sector Continuing Professional Development Plans and Portfolios.

Read about trainer accreditation

Impact Factory Brochures

communication skills training brochure

DOWNLOAD NOW

There is a 20% discount on all Early Bird and Late Bookings. The course must be paid for at the time of booking.

(Discount not available if you wish to pay by Invoice)