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The Water Cooler
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Motivate employees
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<blockquote data-quote="Glocktogo" data-source="post: 2917653" data-attributes="member: 1132"><p>You have to balance the carrot with the stick, which is especially difficult when the employer doesn't give you many carrots to work with. The less carrot, the more you have to make them care about you as a person. Both are tough with millenials, as they seem to place less value on both jobs and interpersonal relationships. </p><p></p><p>Question, do you have the authority to terminate? In most group dynamics, there's an instigator. A corrosive environment often requires cutting the most negative person and then having a serious group conversation with the rest about changed expectations. That's what I had to do in my work unit. We had a catylist event where more responsibility was placed on us because our manager had a serious health issue. I laid it out to everyone that we had to step it up, in order to keep senior leadership from assuming a more direct role in managing us. In other words, we need to do this or the work environment will get worse. One person refused to do his work, so he was let go. I sat down with everyone else and laid out all the negatives, then laid out how much worse it could get if we didn't pull together. However, I pointed out that the better we performed, the less scrutiny we'd get and the more flexibility I would have. I told them I didn't care what they did on down time, so long as the work goals were met. </p><p></p><p>I made sure to thank them personally when they met those goals and reinforced that their needs were important to me. I also went hands on in helping complete the work, which showed I wasn't asking anything from them I wasn't willing to do myself. I got them small perks over time, which helped. I made sure when they had HR needs, they were given priority and it was done transparently, so they could see progress. I also keyed them in on senior leadership correspondence rather than relaying interpretations. If they came to me with specific complaints about something, I listened. I helped them weigh the options and have a say in how to resolve issues. All of this allowed me to gain their trust at the same time I was placing higher expectations on them. </p><p></p><p>It took several months, but we were able to turn things around. I emphasise "we", because it was a team effort. I can't be successful without them and their needs weren't being met without me. Just remember that not all employee needs start with a dollar sign. Anyway, that's how I did it, hope you figure out yours!</p></blockquote><p></p>
[QUOTE="Glocktogo, post: 2917653, member: 1132"] You have to balance the carrot with the stick, which is especially difficult when the employer doesn't give you many carrots to work with. The less carrot, the more you have to make them care about you as a person. Both are tough with millenials, as they seem to place less value on both jobs and interpersonal relationships. Question, do you have the authority to terminate? In most group dynamics, there's an instigator. A corrosive environment often requires cutting the most negative person and then having a serious group conversation with the rest about changed expectations. That's what I had to do in my work unit. We had a catylist event where more responsibility was placed on us because our manager had a serious health issue. I laid it out to everyone that we had to step it up, in order to keep senior leadership from assuming a more direct role in managing us. In other words, we need to do this or the work environment will get worse. One person refused to do his work, so he was let go. I sat down with everyone else and laid out all the negatives, then laid out how much worse it could get if we didn't pull together. However, I pointed out that the better we performed, the less scrutiny we'd get and the more flexibility I would have. I told them I didn't care what they did on down time, so long as the work goals were met. I made sure to thank them personally when they met those goals and reinforced that their needs were important to me. I also went hands on in helping complete the work, which showed I wasn't asking anything from them I wasn't willing to do myself. I got them small perks over time, which helped. I made sure when they had HR needs, they were given priority and it was done transparently, so they could see progress. I also keyed them in on senior leadership correspondence rather than relaying interpretations. If they came to me with specific complaints about something, I listened. I helped them weigh the options and have a say in how to resolve issues. All of this allowed me to gain their trust at the same time I was placing higher expectations on them. It took several months, but we were able to turn things around. I emphasise "we", because it was a team effort. I can't be successful without them and their needs weren't being met without me. Just remember that not all employee needs start with a dollar sign. Anyway, that's how I did it, hope you figure out yours! [/QUOTE]
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