9 Things That Motivate Employees More Than Money - Part 3

Give recognition and small rewards. These two things come in many forms: Give a shout out to someone in a company meeting for what she has accomplished. Run contests or internal games and keep track of the results on a whiteboard that everyone can see. Tangible awards that don’t break the bank can work too. Try things like dinner, trophies, spa services, and plaques. 

Throw company parties. Doing things as a group can go a long way. Have a company picnic. Organize birthday parties. Hold a happy hour. Don’t just wait until the holidays to do a company activity; organize events throughout the year to remind your staff that you’re all in it together. 

Share the rewards—and the pain. When your company does well, celebrate. This is the best time to let everyone know that you’re thankful for their hard work. Go out of your way to show how far you will go when people help your company succeed. If there are disappointments, share those too. If you expect high performance, your team deserves to know where the company stands. Be honest and transparent. 

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Source : forum.abfun.net

Manage the Boss - Part 5

So what does this mean for you in your relationship with your boss? It means the more you get to understand their style and preferences, and tweak your style to match, the more likely they are to warm towards you. If you lean towards an eye for detail and precision, but your boss just wants the big picture – give it that way. What is their biggest strength? Capitalise on it. What is their central goal? How can you assist? If they are extroverts who like to talk through ideas, provide that opportunity. If they are introverts who like to be able to read through something, and ponder it first, present your proposals in a way which will help them assimilate the information and ask questions.

Respect how they like to be treated.

And what if they don’t show the same trespect for you? Well, that’s a subject for another article!

About The Author :

Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation.

Concluded

Manage the Boss - Part 4

4. Know your style – and know their style; and adapt your behaviour to suit their preferences. A great analogy from relationship expert Shay McConnon is that of the “hot chilli trap”. What is this? It’s when someone assumes that, because they love hot chilli, everyone else does too! Patently, some people do not like hot chilli!

If you’re in a foreign country you at least attempt to learn “please” and “thank you” in their language and show respect for their customs. It’s just courtesy. You adapt your own behaviour to show respect for the differences of perception.

To assume, because we speak the same language, we see things in the same way  – is quite clearly erroneous, yet we still persist in believing the mantra “treat others as you’d like to be treated.”

Absolutely not! Treat others as they would like to be treated.

To Be Continued ...

Manage the Boss - Part 1 !

Two  critical skills which the highest performing managers have in spades are the ability to influence and persuade. The most obvious targets for your powers of persuasion are your team, and sometimes your peers in different departments; but just as you need to manage down or sideways , it’s also critical you know how to manage upwards.

Do it well, and you’ll shine. Do it badly and you could muddy your reputation and find yourself being passed over for advancement.

To help you make the right impression, here are four simple rules to remember, which will move you in the right direction.

1. Find out what the expectations are – and exceed them. Sounds obvious and simple – yet in my experience it’s neither! Try to answer the following questions:

Do you actually know what your manager’s top priorities are?

How clear are you about the order of priority your manager has for each area of your performance? How clear do you think your manager is about his/her expectations of you?

Sometimes expectations are written – but more often than not, they are unwritten expectations, which your boss may never have really clearly articulated to themselves, let alone you!

Put it this way -  if you don’t know for sure what will score you top points with this individual, you may find yourself chasing down the wrong rabbit hole.

And this is NOT about currying favour, or ingratiating yourself. This is about having a clear understanding on both sides about what is important, so you both know and agree where you should focus most of your time and attention. It actually makes your job easier.

So – if you don’t know the answers to the questions above – make a date in your diary to discuss this with your boss! (And before you actually have that meeting, make sure you read technique 4!)

To Be Continued .....

Handling Difficult Relationship With Boss - Part 2

Yesterday we learnt about what are the DON'T towards handling a difficult relationship with the Boss, today we take a look at the DO's....

DO's

• Get perspective. Try to understand why they are behaving like they are, suggests Walker. "Have they just moved, or are they coping with the strain of a big new mortgage or are they worried about their position? If you can tell yourself their behaviour isn't your fault, it's a basic first step to getting control back. Reeves agrees: "If you can't resolve the problem, get out. Even in this economy, you don't need to work for a psychopath."

• Try to talk directly to them. "Speak from your own perspective, using phrases like 'I feel', instead of accusatory 'you' expressions," says Reeves. Body language is important, says Walker. "Bad bosses find it harder to intimidate people who appear confident. Confidence is like a muscle, the more you exercise it the stronger it gets."

• Document everything – you never know when it may come in handy.

• Try to find an ally to confide in and guide you through. "It could be a supervisor or board member," says Reeves. "But you need to go higher up the food chain ; don't ask a colleague."

Concluded

Handling Difficult Relationship With Boss - Part 1

For most people, the logical first step towards dealing with a work problem is to approach your manager. But what if your manager actually is the problem? A recent survey from the Chartered Management Institute (CMI) revealed that almost half of UK workers say they have left a job because of bad management.

"It's not surprising it is such an issue," says Ruth Spellman, the CMI's chief executive. "We invest less in our managers than our global competitors, and it shows. Most individuals never set out to manage people, and have not been trained to do so."

But walking out of a job is easier said than done, especially in the current economic climate. So what can you do to minimise the impact of a difficult relationship with your boss?

Don't

• Lose your temper in front of your boss or colleagues. Jill Walker, author of Is Your Boss Mad? says: "A trick I once used, at the moment of extreme mad boss's madness, was to gently approach them and ask if I could get them a cup of tea – if you teach them how they should be behaving, it can be utterly disarming."

• Let your work slide. Make sure things are getting done, even if your boss is a terrible manager. "Maintain a track record for efficiency and get others to pick up the slack if the boss is not doing their job," says Ellen Reeves, author of careers guide Can I Wear My Nose Ring to the Interview? But don't do things your boss tells you to do if you know they are unethical, illegal or unfair," warns Walker. "It's you that will end up in trouble – and it's you that will be unhappy,"

• Suffer in silence. "As far as I know we only have one life, so don't waste yours being abused by a nasty, incompetent boss," says Reeves.

To Be Continued ....