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“Practice makes perfect”

“Only perfect practice makes perfect”


“Practice makes permanent”
It helps you to do the same job quicker and precise, doesn’t develop or improve
standards.
Three types of managers:
1-Those who make things happen.
2-Those who watch what happens.
3-Those who say “What happened?”

Which one describes you?


MOTIVATION

Money talks, but does it talk loud enough?


A: The more money you earn, the happier you are.
B: The more work you produce, the more money you earn.

THEREFORE

C: If compensation is based on productivity, people will stretch to produce more


so that they can earn more and become happier.

Sounds logical, but is it true?


The answer is “sometimes not always”

Money is a motivator for some people all of the time, for others some
of the time and for everyone if it is combined with other motivators.

Motivation = getting into motion.

RECOGNITION

Human beings crave for recognition .


People like to know, what others know who they are, what they want and what
they believe.

Recognition begins with theirs names.


Everyone has a name learn it, use it. It’s your first step in recognising each
person’s individuality.
“Remember that a person’s name is to that person the sweetest and the
most important sound in any language.”
PROVIDING POSITIVE REINFORCEMENT

Autocratic bosses continually criticise, condemn, and complain, and never forget
negative performance.
“Do not be one of them” they take good performance granted.
When people hear continual criticism, they begin to feel stupid, inferior and resentful
you can correct or show them to do it right but not make them feel bad.
Criticism often reinforces poor behaviour.
He/She feels that the only time they get recognition is when they are criticised.
So, minimise your reaction to poor performance and maximise your appreciation to
good performance and behaviour.

If you see someone is doing something wrong tell them quietly and show them the right
and then, when they do something right make a big fuss about it.

Focus on positive things – by giving attention and appreciation to the good


behaviour people do – you reinforce their desire to “do the right thing”. You also help
them to build their self image and create positive thoughts to help develop a positive
attitude.

Show that you care.


Just you have a life outside the company, so does every member of your team. A job is
an important part of our lives, but there are many phases of life that may be of a greater
importance; health, family and outside interests: show sincere interest in a team
member’s total person.

Welcome back associates who have been on holiday or away because of illness. Ask
them about their holiday, family members and tell them that you have missed them
“genuinely” and update them on company news.

Everyone needs praise, but what if they don’t deserve it?


Human beings thrive on praise. Although all of us require praise to feed our egos and
help make us feel good about ourselves, you can’t praise people indiscriminately: Praise
should be reserved for accomplishments that are worthy of special acknowledgement
Yes all people need praise, but how can you sincerely praise them when they don’t do
anything particularly praiseworthy?

If employees do nothing that merits praise, give them projects in


which they can demonstrate success and then praise their
accomplishments.
Look for praiseworthy situations.
Sometimes you may tend to look for things to criticise rather than for things to
compliment. Because you expect your team do well and you are concentrating on
strengthening areas of weakness.
Some supervisors fear that giving praise indicates softness on their part.
Praise is not softness- it’s a positive approach that reinforces good performance. When
you stop thinking of your team members as subordinates and instead as partners
working to reach team goals, appropriate praise will become a natural part of your
behaviour.

Tips for effective praise.


• Don’t overdo it.
Praise is sweet, candy is sweet, too, but the more you eat the less sweet each piece
becomes, and you may get a stomach ache. Too much praise reduces the benefits. If it’s
overdone, it loses its value all together.

• Be sincere.
You can’t fake sincerity. You must truly believe that what you are praising your
associate for is praiseworthy. If you don’t believe it, you come across as phoney.

• Be specific about the reason for your praise.


Rather than you say “great job” it’s much better to say “the report you submitted on the
xyz matter enabled me to understand more clearly the complexities of the issue”

• Ask for your team member’s advice.


Nothing is more flattering than to be asked for advice about how to handle a situation.
But be careful! This approach can backfire, though, if you don’t TAKE the advice. If
you think the advice is inappropriate and you want to reject it, remember the Socratic
approach. “Ask people about questionable issues until they see the negative
aspects and reject their own poor advice.”

• Publicise praise.
Just as a reprimand should always be given in private, praising should be done
(wherever possible) in public, sometimes the matter for which praise is given is a private
issue, but it’s more often appropriate to let your entire team in on the praise. If other
team members are aware of the praise you give a colleague it acts as a spur to them to
work for similar recognition.

• Put it in writing.
Telling people that you appreciate what they’ve done is a great idea, but writing it is
even more effective. The aura of oral price fades away; a letter or a brief note endures.
You don’t have to spend much money. It doesn’t take much time.
“When I must criticise somebody, I do it orally; when I praise somebody, I
put it in writing”
-Lee lacocca

You made my day


Date______________
To______________________________________ Dept_____________________________
From____________________________________ Dept_____________________________
What you did_______________________________________________________________
__________________________________________________________________________
What it meant to me__________________________________________________________
__________________________________________________________________________
signed_________________________________
Copy to HR
Copy to team leader

- Write “thank you” cards (to show family and friends)


- Award certificates and plaques. People like displaying these on their walls,
offices.
- Maintain success files
- Have people maintain “a success file” to keep all compliments letters and thank
you card in them whenever they feel down, they can look at them and get the
feeling, “these are proof that I have done it before, I can do it again”
- Employee of the month
- Carefully chose one and display.
EMPOWERMENT: The buzzword of the 90s.

Empowerment means sharing your power with the people over whom you
have power. Team members are given the authority to make decisions that
previously were reserved for managers.

Titles may change, and functions may be altered, but there will always be a
role for people who can guide, counsel and motivate their co-workers.

Empowerment doesn’t mean giving up power- it means sharing it. It doesn’t


mean that you abdicate responsibility either; instead you create a climate in
which all team members are excited about the job as you are.

Rapport: the relation of trust and mutual influence. If you have rapport with
someone they feel you understand how it is for them.
You don’t have to agree with them. Agreement does not guarantee rapport

In a competition market, where there is little difference in prices and


products, the salesperson is the difference that can make a difference.