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Article Check - Motivating For Higher Performance
Bad Customer Service does not happen overnight. It is a combination of several controllable and predictable circumstances involving policies, procedures, training, management and personnel.Bad Customer Service is not from bad customers, poorly made product, high prices, poor location, voodoo or moon phases. (I have personally blamed angry customers on the phases of the moon, have you?)Let’s take a moment and examine the items that influence Customer Service.Policies have a major influence in how you are allowed to treat your organizations Customers. I have worked in and consulted with organizations that have written policies regarding everything from starting time to break time to quitting time and everything thing in between, including greeting techniques, phone manners, dress code, computer use and what time to turn the outdoor lights on. When complying with every policy, you must consider the Customer Factor. You might start by asking this question.Does the policy in place allow the employee to perform a duty, act on behalf of, and act in the name of The Company for the Benefit of the Customer? (We are not addressing safety policies, or other policies that deal with Company ordering pol
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be u
Too many managers treat "their people" as assets with skin wrapped around them."High-performing teams and organizations balance the discipline of systems, processes, and technology management on a base of effective people leadership. Here are some key of the key distinctions between the two:The Management-Leadership BalanceManagement- Systems, processes, and technology- Goals, standards, and measurements- Control- Strategic planning- A way of doing- Directing- Responding and reacting- Continuous improvement of what isLeadership- People - context and culture- Preferred future, principles, and purpose- Commitment- Strategic opportunism- A way of being- Serving- Initiating and originating- Innovative breakthroughs to what could beBoth management and leadership skills are needed at the organizational, team, and personal levels. It's not a case of either/or, but and/also. Futurist, Joel Barker provides another helpful distinction between the two roles; "managers manage within paradigms, leaders lead between paradigms". Both are needed. Trying to run an organization with only leade
To be effective, employee motivation must be promoted on a day-to-day, month-to-month basis. It is a function that can and will pay enormous dividends.
There are almost as many effective ways of motivating employees as there are ways of enticing customers into your store. Of course, there are also innumerable ways to "turn off" your associates and it is equally important to recognize these poor practices so they can be avoided. A disgruntled salesperson is unlikely to present a shining countenance to a prospective customer.
Some store owners and/or managers prefer to drive rather than lead and this manifests itself in a tense and uneasy store atmosphere. Fear destroys confidence as well as pride in one's place of employment; its effect on productivity is negative and destructive in the long run.
It is desirable for management to be highly enthusiastic, articulate and effervescent although each person comes across in a different way. Sincerity, fairness and candor are essential. True personal interest in your associates problems is valuable.
One of the very best ways to motivate is to consciously try to help bring out the very best in your staff and to do everything in your power to develop leadership talent and knowledge. There is great satisfaction in being able to point to successful people and honestly claim that you contributed to that success. This kind of interest comes through to all your people and enhances the image of your store.
Motivation and teaching are closely related. They should start from the first day of employment. Discipline as well as rewards are part of the motivation program. Both should be thoroughly and constantly explained to be effective.
Loyalty and pride are instilled by making people feel they are important to the business; that their opinions are sought and listened to; that they are respected as persons and treated accordingly and that they will share in the success of the business in the degree of their productivity and contribution. This all comes under the umbrella of involvement. Involving people to bring out the very best.
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be us
The maze of regulations and rules surrounding businesses can be blinding at the best of times, but the last thing you want to do is break a rule that is easy to put in place. Whether you’re a new business owner, or manager of an established business with new equipment, electrical safety in the workplace is one requirement that can be easily fulfilled.While the law does not require electrical testing to be carried out, it does require your electrical equipment to be safe at all times. Electricity will always find the easiest path to earth. Any faults or weaknesses within your electrical installation or portable appliances can go undetected. In the event of another fault developing, this could lead to serious risk of fire, electrocution or death. For example, a 13-amp ring-main without earth continuity could render all metal parts of appliances plugged into it “LIVE” if one item on the ring developed a fault to earth.In 1989 The Electricity at Work Regulations came into force, which clarifies the need to maintain electrical systems safely. Regulations require that “all electrical tools and equipment used by construction workers must be safe to use” and that “any electric tools hired out to end-users mus
Some store owners and/or managers prefer to drive rather than lead and this manifests itself in a tense and uneasy store atmosphere. Fear destroys confidence as well as pride in one's place of employment; its effect on productivity is negative and destructive in the long run.
It is desirable for management to be highly enthusiastic, articulate and effervescent although each person comes across in a different way. Sincerity, fairness and candor are essential. True personal interest in your associates problems is valuable.
One of the very best ways to motivate is to consciously try to help bring out the very best in your staff and to do everything in your power to develop leadership talent and knowledge. There is great satisfaction in being able to point to successful people and honestly claim that you contributed to that success. This kind of interest comes through to all your people and enhances the image of your store.
Motivation and teaching are closely related. They should start from the first day of employment. Discipline as well as rewards are part of the motivation program. Both should be thoroughly and constantly explained to be effective.
Loyalty and pride are instilled by making people feel they are important to the business; that their opinions are sought and listened to; that they are respected as persons and treated accordingly and that they will share in the success of the business in the degree of their productivity and contribution. This all comes under the umbrella of involvement. Involving people to bring out the very best.
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be u
Picture this. You're sitting in your office working. The phone rings and caller ID tells you it's your biggest client. You grab their file so you can get the information needed to do the last part of your assignment. You pick up the phone and start talking. Then it happens. You child comes running into your home office crying about a lost toy. What do you do now?Working from home sounds like a wonderful compromise for the mother of a young child. You can save the cost of daycare, get to watch your children grow, and even earn money to help support the household.The reality of it is it takes a lot of work to keep your workload current, your kid's needs met, and your household running smoothly without alienating your child, or missing an important deadline.It's proven parenting fact that your kids won't need you until you are on an important call, or nearing a crucial deadline. Then they will yell, cry, or otherwise demand your attention while you are trying to get, or give necessary information. It can be very frustrating being interrupted while you're on a roll. So how do you keep your kids busy and out of your hair without feeling like a terrible mother?Doing your job with your kids around i
One of the very best ways to motivate is to consciously try to help bring out the very best in your staff and to do everything in your power to develop leadership talent and knowledge. There is great satisfaction in being able to point to successful people and honestly claim that you contributed to that success. This kind of interest comes through to all your people and enhances the image of your store.
Motivation and teaching are closely related. They should start from the first day of employment. Discipline as well as rewards are part of the motivation program. Both should be thoroughly and constantly explained to be effective.
Loyalty and pride are instilled by making people feel they are important to the business; that their opinions are sought and listened to; that they are respected as persons and treated accordingly and that they will share in the success of the business in the degree of their productivity and contribution. This all comes under the umbrella of involvement. Involving people to bring out the very best.
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be u
In the post-Enron world of the early-21st century, integrity, and its cousin ethics, are words that get plenty of air time and even more lip-service. They’re tossed around carelessly, but the deeper, more difficult, dialogue on what integrity is and why it matters is critically absent. Your own definition of integrity may involve nuances different from the CEO across town. But, ultimately, the quality of integrity is based on strong values. It is the most-cited response to survey questions of what employees want in a boss. This top-ranking transcends generations and cultures. Universally, people want to work for someone they can trust.Steelcase, the office equipment manufacturer, regularly conducts surveys of the worldwide office environment. In 1991, being honest, upright and ethical were very important to 87% of Canadians, and 72% of Japanese respondents. Jim Kouzes and Larry Posner, in Leadership is a Relationship, cite honesty as the most important supervisory trait in every study they have done since 1981. Over the years no fewer than eighty-seven percent of respondents listed honesty as number one.TrustworthyIntegrity is the corollary to commander’s intent – the direction we receive from the
Loyalty and pride are instilled by making people feel they are important to the business; that their opinions are sought and listened to; that they are respected as persons and treated accordingly and that they will share in the success of the business in the degree of their productivity and contribution. This all comes under the umbrella of involvement. Involving people to bring out the very best.
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be u
(Percussion sounds emanating from who knows where while you listen to the cadence of the words below.)It’s time to sell yourself.May the words light up the way.It’s now your chance to shine,And it’s soon gonna be your day.So make sure you show themAll the many things you can do.It’s now your chance to shine.With a resume just for you.No, no, no! Wait a minute! This isn’t the kind of "RAP" that you should use for your resume. Although, there would be some shock value, and the person doing the paper screening would surely get a laugh and not likely forget your name. The WRAP to which I am referring is W, written wisely and well; R, review, rewrite, re-read; A, analysis and awareness; and P, proofread and proofread again.The WRAP approach needs to envelope all that you are and all that you can be, as it specifically relates to the position which you are seeking. In other words, you have to sell yourself, and don’t sell yourself short. Think of it as wrapping yourself up in a package that someone is going to open to find a pleasant surprise. Think of yourself as the one person who can best fill the position and the one person who can demonstrate that fact
Another general area of motivation relates to competitions within the store. These add spice and excitement to routine. Contests can be planned for individual winners; team against team; store against other stores; or managers versus managers. Efforts against quotas for individuals, departments or total store can be just as productive and exciting. Contests can run for one day, one week, or as long as a month. Variety is important. Total sales, multiple sales, older or higher priced goods, new or reactivated charge accounts, etc.
Money is generally the greatest motivator, but should be used wisely. More isn't always better and how it is applied is very important. A $20 bill being passed around all day to the salesperson who has written the sale with the highest number of different classifications may get more action than $100 in p.m.'s.
In setting up any monetary reward plan it is necessary to establish criteria that relate to the area of responsibility of the individual. It is a mistake to tie a salesperson's incentive compensation to gross margin since salespeople do not determine markup or markdowns. Likewise, in a centrally controlled, multi-store environment a store manager should not have his bonus based on net profit because he cannot control many of the elements that determine that figure.
Plans must be tailored to each unique store and situation. For selling staff, some retailers prefer commission plans, while others insist on salary only. The repetitive presentation and constant application of principals on which each plan is based are of major significance.
Before trying to set up an incentive plan you must first decide by what standards you want to measure employees. Observe employees on the job and compare the behavior of those who perform well with those who don't. Define which areas would produce the highest profits if performance were improved. The details of the specific plan or plans used must rest with management and should be tailor-made to fit each situation and, in many cases, each individual. Since every person within your organization is unique, what motivates one person may not motivate another.
The simpler the plan, the better. However, simplicity itself cannot be given excessive consideration since it is necessary to cover every major measurable factor of a job. Ideally, incentive compensation plans should have no limit or cap on potential earnings. The more a person earns for him or herself, the more the company will profit, provided the plan is soundly developed. Thus, management should be proud and pleased to have a high earning team rather than ever feeling that its employees are overpaid.
For incentives to be effective it is imperative that the right kind of employees be hired. Not everyone responds positively to productivity incentives. For some people incentives translate to increased stress and poor performance.
Regular reviews during the year are important in stimulating effort. Everyone want to know how
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