- Posted by admin
- On July 5, 2014
What do employees think when you bring in a motivational speaker? They probably feel that this super afternoon event along with a sandwich and hot coffee is organized for only two possible reasons: Either the business has a performance-based pay system and sales have been stagnant for a while or the pay is just above minimum wage and they want everyone to feel good about their jobs. I am guessing that it is usually the second.
To avoid unintended yawns, you, the employer should first understand the mindset of your employees and communicate your goals to them as clearly as possible. What do you want them to get out of the inspirational speech? Don’t just say “I want you to feel good.” Feel good about what? That I am scrubbing floors 12 hours a day? That I am processing 345 claims per week? Or that I can barely pay my rent even when I work overtime?
Pure mojo: There are those speakers who create words with your company’s acronyms and jump like around like a cheerleader. These should be hired for entertainment purposes only!
Positive thinkers, whose honest intention is to help the individual and boost morale, should be invited with caution as they often pertain to the overall understanding of life and not the job or the company itself. You don’t want your employees to suddenly tender their resignations to find out “who they are” deep inside! To bring out the love towards life and the office, managers and department heads should strive to be the sources of positivity themselves by creating a friendly and constructive work environment. In that regard, outside speakers may be out of touch with the day-to-day activities in your firm, and this could lead to even more frustration.
Make your employees experts in their fields so you can focus on strategy. Certificate programs (within the budget) should be offered on a semi-annual basis as they will add value to your company’s name and improve skills that are directly applicable within the workplace. As the earned expertise is also transferable in the industry as a whole, most staff will feel that even if they have to change departments, get promoted, or by some chance get laid off, they would have something they can take with them and put on their resumes. This will encourage attendance and foster loyalty to the organization.
Some seminars may even be exclusive. Meetings to improve the skills of the management team must be “invite-only”. These gatherings should be structured in such way that they include real-time case studies and problem-solving sessions administered by mentors and other professionals in the field. Leadership should join these training sessions as learners themselves to encourage sharing. Putting everyone in learning mode will enhance cooperation among peers without the fear of being seen as weak when asking for help or insight on an issue.
All in all, remember that motivation comes from honest goal setting, ongoing support and an inclusive ecosystem within all the sections of the firm. It must be based on principled communication and mutual respect; not on-command smiles with undertones of arrogance! Thus, the best pep talks that one can offer to his or her staff are done by the leaders themselves as the energy pumped into each clerk has a responsibility to carry weight. There is no second guessing and no turning back from the words uttered. Yet for everything to have purpose and meaning, the goals and the gold attained at the end of all combinations of prescribed action and non-action must be shared by both the boss and the workers.
Now, this even got me motivated!