Employee motivation for executives: the last option

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Text comes from: Mitarbeitermotivation: Die neue Lust auf Leistung (2014) from Michael Hübler, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.
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As unsatisfactory as it may sound: sometimes the last option simply consists of the triangle harm, self-protection and consequences.


Here writes for you:


Michael Hübler hatchlerMichael Hübler is a graduate teacher, coach and consultant.


From the author:




The frustrating triad

  1. Damage Limitation: What Can You Do to Prevent Impending Damage to the Company For example, certain employees no longer give top customers?
  2. Self-protection: Ask yourself: What is my role in history? Is it my job to motivate this employee? Or do I encounter a natural limit here, because the employee vehemently opposes an influence? The admission of your own limits, after the usual options have been exhausted, can be your last rescue before the burn-out.
  3. Showing the consequences: We have to pay a price for everything we do. If the employee in question shows a mushy face and thus expresses his dissatisfaction, he is consciously or unconsciously pursuing an intention: he wants to show you how dissatisfied he is. The obvious consequence of this intention on your part could be: “Message arrived. Why is?"

Without transport, no transport

On the other side of the coin is the price for the employee: who is not able to handle crises appropriately does not have to expect a promotion.

The negative sentiment will affect the team and we probably will not make much progress in the project today.

Break the devil's circle

If there is customer or client contact, the bad mood will also have an effect on them, which can lead to devil circles: customers or clients are dissatisfied, complaining, mood gets worse, and so on.

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In order to break this vicious circle, you must not stay with the indirect mitigation by an employee no longer gets important customers, but must show consequences by clarifying in an objective tone, which price the behavior of the employee costs.

What motivates employees?

But what is behind this nimble face? Why was this employee annoyed? What did not fit into his plan? To answer these questions, it is important to explore what motivated him and what needs were not met.

Conduct a first open call, matching your goals with your employee's goals. The Balanced Scorecard approach has proven to be very practical by balancing the finances, dealing with clients / clients, personal development and internal process flows. Connected with this are key figures, which show whether and how goals were achieved.

Clarification steps before damage limitation

If the goals are not achieved, please clarify the reasons. To what extent was the responsibility of the employee and to what extent not? How can you help him reach the common goals next time?

Give yourself an ultimatum of content and time before proceeding to the limitation of the damage so as not to fall into the adaptation trap. The ultimatum helps you to determine the content and time as objectively as possible, based on the key figures from the Balanced Scorecard, whether and when and how the expected performance was achieved.

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