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How to keep your staff motivated in 2016

Sydney does not come alive until after Australia Day. But if you are returning to work this week and wondering how you are going to encourage your staff to think less about their social plans and more about your business, this will help. 

How do you motivate your employees to consistently get the work done?

Chances are, you probably haven’t gone as far as this Brazilian marketing agency, whose fully stocked beer fridge automatically unlocks when all of the week’s time sheets are turned in on a Friday afternoon. When the last sheet is received, there’s even a handy siren to make sure everybody knows it’s time for beer o’clock. No prizes for guessing the impact this has had on both individual productivity and teamwork!
Although factors such as pay rises, cash bonuses and other rewards may be obvious incentives, it seems to be intrinsic motivators that are most effective in stimulating productivity amongst employees; or focusing on increasing an individual’s inner drive to do well.
This means looking for non-monetary means to improve morale, increase engagement and foster a culture in which employees can take responsibility of tasks and be given recognition for good work.
Daniel Pink, author of Drive: The Surprising Truth About What Motivates Us (2009), says the three most important intrinsic motivators are:
  1. Autonomy – to act with choice and have ability to direct our own lives. Pink says that autonomy has a “powerful effect on individual performance and attitude”; it promotes greater conceptual understanding, increased productivity and higher levels of psychological well-being. So, where possible, let your employees have control over their work, take ownership of the process from start to finish, and be recognised for their achievement.
  2. Mastery – the need to get better at something that matters. When employees can see themselves making progress in their work, this reinforces the drive to continue working hard. CEOs and managers should identify opportunities for growth and find ways to develop their teams wherever possible. Give staff a chance to try something new, step up to a challenge, and where possible, open new doors for them.
  3. Purpose – the yearning to do what we do in the service of something larger than ourselves. When employees feel like they are contributing to a bigger cause, they feel good about putting in effort in their work. Leaders who recognise and acknowledge good work will stimulate productivity in their employees. A sense of being valued is a great motivator to continue working hard and encourages loyalty to the business and culture.
Sometimes a few simple adjustments to how employees are treated can reap great results. And don’t forget, when you hit those goals (big or small), remember to celebrate. It’s important to reward and energise the team for the next challenge. Make sure to reflect on the achievement and leverage on its success for the business.



Discipline is the mark of an effective leader

Jim Collins is one of my favourite business writers. He has taught at Stanford University as well as researched and written about successful companies in “Built To Last” and “Good to Great”. One of the things I learned from these books is that one does not have to be a particular type of person to be a successful leader. Loud leadership and quiet leadership can both be effective.

One feature in his writing is that his insights are the result of a team of researchers he employs in what he calls a “management laboratory” at Boulder, Colorado. Here he conducts research and teaches executives from the corporate sector.

Ten years after the worldwide bestseller “Good to Great”, Jim Collins brings us another groundbreaking work. This time he asks: Why do some companies thrive in uncertainty, even chaos, and others do not?

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Newsflash: No one person has the answer to all your questions

What is better - a one-on-one execute coach or a CEO peer group which provides multiple voices and perspectives on your business issues? Of course, it will depend on what you prefer - group situations or a one-on-one experience. However, an increasing number of CEOs are turning to peer groups because they recognise that no one person can ever have all the solutions to all of your problems. Read on to find out more...

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Ongoing Results From CEO Peer Group Membership?

What are the ongoing results and benefits of joining a CEO peer group like TEC 31? Find out the great results for yourself, by reading on...

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Outcomes of Participating in a CEO Peer Group

CEO groups help members to improve confidence in their decision-making skills. In turn, their companies benefit through improved CEO leadership skills, responsibility and accountability, and motivation. Staff working for CEOs with a clear vision for the business and with an outcome-based problem solving approach to issues, are more likely to be satisfied. In this sense, CEO Peer groups can also have the added on benefit of helping improve staff retention.

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Graham Jenkins | | 0403 396 665