The best motivators aren't the people with the most talent. Your personal qualities count more.
These qualities include:
* Vision. A clear view of what you want to happen in your department and a plan for bringing it into reality.
* The ability to communicate, which means knowing how to deal with people.
* Open-mindedness. A good motivator must admit mistakes and realize that someone else's ideas can have value.
* Empathy. You need to be concerned with both the people and their jobs. People must know that while the work is important, you feel they are important too.
* An outgoing personality. You have to like dealing with people and talking to them.
* Setting a good example. James Lemke, president of Pride and Performance, an incentive company in St. Paul, MN, says, "One of the main complaints I hear from employees is that their supervisor has never been on the firing line." If you haven't stepped into the shoes of people in your department, maybe it's time you do.
* Giving people a chance to contribute. Contributing workers are productive and generally satisfied with their work. As a supervisor and motivator, you can take the role of coach, encouraging your
people to solve problems and recognizing their efforts.
* Teaching. Depending on the type of people you have in your department and the type of work, your role as teacher will vary from giving clear instructions to actual demonstrations.
* Giving recognition. Make people feel their efforts are appreciated.
* Showing enthusiasm. There are three stages to an incentive program:
1) seeing the need for one;
2) setting it up; and
3) getting enthusiastic about it.
Even if the incentive is just a free lunch or a pair of baseball tickets, get excited about the goal you want to reach.
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