How To Be a "Motivational" Manager?

American scholar Francis said, "You can buy a person's time, you can hire a person to a fixed job, you can buy technical operations on time or by the day, but you can't buy enthusiasm, you can't buy creativity, you can't buy total commitment, and you have to try to get these." As a modern enterprise, the goal of human resource management is not only to "buy the full commitment of employees" by all means, but also to cultivate and shape the career spirit of employees, so that the company becomes a career platform for the boss and employees to start, grow and advance together.

How to be a "motivational" manager?
Based on this, the human resource management of the enterprise should not only focus on the "high performance, high reward, high return" results-based management, but also from the daily behavior, process management, little by little, pay attention to the growth and improvement of the staff; and the staff fighting together at all levels of leadership, line managers, in order to stimulate the enthusiasm of the staff to work In order to stimulate the enthusiasm of the staff and cultivate their work skills, they should learn to be a mentor-type, motivational manager, rather than a task-type, authoritarian supervisor.

I, Fully engage employees
A model for questioning high execution: In 2004, a book called "Sending Letters to Garcia" became a global phenomenon, which started a craze for companies to learn about "execution". The story of the main character, Rowan, who hand-delivered an important letter to General Garcia "without asking why, without conditions, without compromise and against all odds", has become a model of high execution. In time, "Who can deliver a letter to Garcia? has become a fervent call for the best people in the workplace. Some management scholars have thus concluded that a so-called good employee is one who
able to complete tasks without conditions or compromise.

And most importantly: the ability to do a great job without being told to do so.
But we note that, as a soldier, Luo Wen is "to obey orders as the vocation", he must adhere to the "should not ask absolutely no questions, can not tell absolutely no" military secrecy principle. In practice, if you treat your staff as soldiers carrying out orders, expecting them to be able to "do their job without being told" is an unattainable luxury. Research shows that: only let employees fully participate in the work, so that they understand the meaning of work, clear work purpose, clear work direction, master the work method, it is possible to complete their work with high efficiency and effectiveness. Jack Welch, president of General Electric, has a unique experience of this. Welch has particular experience of this, he concluded, "When an employee knows what he wants, the whole world will make way for him."

Behavioural science has shown that the behaviour prompted by needs is not only powerful and long-lasting, but will also bring out the potential and capabilities of people. By satisfying, directing or stimulating the inner needs of employees, monotonous and demanding work becomes a means or a way of satisfying them, so that work is no longer a burden or an externally imposed task.

Therefore, please not only order and arrange the staff to carry out the task, but also to explain the purpose of the work to the staff, listen to the suggestions of the staff on how to carry out the work effectively, and give the staff to participate in the management of the self and the work!

II, focus on special incentives
Western psychologist Ogden conducted an alertness experiment in 1963, by recording the testers' ability to discriminate between changes in light intensity to determine their alertness. The test subjects were divided into four groups.

Group A: a control group, in which no stimulus was applied, but only general information about the requirements of the experiment and how it was to be performed.
Group B: the selection group, in which those in this group were told that they had been selected to be the most aware and were expected to make the fewest errors.
Group C: the competition group, in which they were told that the group would be judged on the number of errors and ranked in order of merit.
Group D: the reward and punishment group, with a fine for each error and a small bonus for each error-free response.

Guess which group is the most vigilant and will win out of the four? Experienced HR managers will be thinking: either group C or group D, because people always want to win the competition; people tend to be "brave" when they are "rewarded heavily". But the psychologist's experiment had a surprising result: group B was the most vigilant. This experiment is further evidence of the importance of motivation. This shows that performance assessment alone, rewarding the best and punishing the worst with performance ranking and last-place elimination is not a good incentive for employees to fulfil their potential, but giving them the necessary trust and encouragement can reap better results. Therefore, leaders do not have to be afraid of staff "give some sunshine to shine", as long as they are given slightly higher than the ability of the staff, quite challenging work, with encouragement, trust in the expectations, I believe it will make the staff grow faster.

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