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Hub You - 101 Powerful Ways to Inspire, Motivate and Energize Your Team
Remember the days when the companies with whom you gave your hard earned money to appreciated your business? Today, it is rare to find companies who still get one of the basic fundamentals of successful business; take care of the customer or someone else will.With companies cutting costs and reducing internal support structure within their organization, levels of customer service have reached an all time low (my personal opinion). Going above and beyond with all customer interaction is a critical success factor for every business and can help differentiate a company from their competition. We are all consumers and all have stories of good and bad customer service. The memories of bad service seem to blend together and the good service I have received always stands out in my mind. Companies who pay attention to customer experience, service and interaction opportunities foster a "passion for the customer" focus within their team
When motivating others, there is a direct relationship between the type of persuasive tech
Keeping the cost of doing business down, yet providing a quality product or service, is one of the most critical components of success for today’s leader. What many fail to realize is that employee turnover can represent a very substantial price tag to a company's productivity and its bottom line.Turnover is costly – just how costly? Research studies have shown that the cost of replacing a professional or managerial employee runs 1.5 to 3.0 times his or her annual salary. And it can cost up to five times annual salary if you are looking at the intellectual capital – what a key person knows – when he or she walks out the door.For example, to replace a $50,000 top notch sales person with a large customer base can cost you $171,500. And a $150,000 technical manager can ultimately cost $380,000 to replace. That’s no small pocket change.Therefore, in almost any business situation —g rowth, downturn, merger, or even
The Foundation of Teambuilding
The truth is, there is no one perfect answer. Moreover, what works at one time will not always work at another. There are team dynamics that you must always be in tune with. For example, suppose you offer a trip to Hawaii for the quarter’s highest closer. If newer or less experienced reps feel like they can’t stack up against the competition, then not only will they feel discouraged, but they may actually feel like there’s not much use in trying. They will then become even less productive. Some reps will respond to cash rewards, while others are incited even more by praise and recognition. As Maslow said, “If the only tool in your toolbox is a hammer, then you will treat everyone like a nail.” The truth is, everyone is not a nail. To be an effective motivator, you need to become an acutely attuned student of human nature and understand what makes people tick. Not until you do this on an individual level can you integrate your observations into a team-incentive approach that will work for the whole.
Everyone persuades for a living. There's no way around it. Whether you’re a sales professional, an entrepreneur, or even a stay at home parent, if you are unable to convince others to your way of thinking, you will be constantly left behind. Get your free reports at Success Advantage to make sure that you are not left watching others pass you on the road to success. Donald Trump said it best, “Study the art of persuasion. Practice it. Develop an understanding of its profound value across all aspects of life."
I strongly recommend having this discussion with your team members on an individual basis: “What do you need right now to help you feel like you can do your best? What are your goals in your work here, and how can I help you achieve them?” I can think of no better way of clearly and directly communicating your sincere and honest interest in your team and what they can bring to the table. This direct line of questioning also demonstrates to your employees that they are not just another grunt or number. This direct approach, combined with quiet observation, will give you the vital information you need to discover what motivates each particular employee.
One of the biggest mistakes managers make is withholding praise or acknowledgement until after an employee has “been good” or done something to “deserve” it. You may have heard the old grass adage: You tell the grass, “When you grow, and only after you grow, will I then give you water.” This is just not how motivation works. This kind of reward system demonstrates a fundamental misunderstanding of human nature and basic human needs. It breeds insecurity amongst employees, who may never function at their best over the long-term because they can never feel confident about what they’re doing or where they stand.
Rewarding after the fact also creates resentment. It doesn’t take an employee long to figure out that a boss considers her/his value conditional. How can anyone be expected to feel enthusiastic about her/his work and free to unleash her/his greatest productive energies with such a message confronting her/him every day? Yes, it is the typical tug-of-war in the workplace: Employers feel that their employees are privileged to even have the job; employees feel that employers don’t appreciate how hard they work. Going back to the grass analogy, I would suggest that “nourishing” your team from the get-go, whether they have merited it or not, will spawn the greatest growth and productivity over the long term. Your employees will work thoroughly, creatively and enthusiastically because you have bred this kind of work ethic. Then, you’ll no longer feel like you’ve got to pull teeth to get even the bare minimum accomplished.
Let’s spend some time together exploring what it takes to get the best out of your team. There needs to be enough pressure that your workers are stimulated to action, but not so much that the environment becomes stressful and debilitating. One of the best ways to accomplish this proper level of pressure is to help your team members feel like they personally have stock in the outcome. Brainstorm ways in which a certain task or project can really become something your team can take ownership of, rather than something you’re barking at them to do. Your team members have to feel compelled to achieve because of their personal stake in the situation, not because “the boss said so.” How do you inspire them to have a vision for why the task has to be done? How do you instill in them that they are a vital part of the company’s success? This type of communication and understanding, before the task is even begun, speaks volumes to your team. There is no better way to kick off a new campaign than for your employees to all have a secure knowledge of their standing within the company and why the company values and needs them.
When motivating others, there is a direct relationship between the type of persuasive techn
Hand in hand with specialist publications and websites, franchise exhibitions are a useful addition to your franchise research arsenal. After all, when else will you get the chance to meet and compare the head office teams of so many franchise brands in such a short space of time? Although franchisor attendance of exhibitions is on the decline as franchisors switch their funding toward web and print-based recruitment drives (only 21 per cent of franchisors rate franchise exhibitions as the most useful method of recruiting franchisees according to the 2005 NatWest/British Franchise Association UK Franchise Survey), the forthcoming National Franchise Exhibition (7th-8th October at the NEC, Birmingham) still expects to draw in excess of 250 brands. These companies operate in fields as diverse as quick service restaurants, high street retail, health & fitness, lettings & estate agency, driver hire agency and domestic & commerc
Everyone persuades for a living. There's no way around it. Whether you’re a sales professional, an entrepreneur, or even a stay at home parent, if you are unable to convince others to your way of thinking, you will be constantly left behind. Get your free reports at Success Advantage to make sure that you are not left watching others pass you on the road to success. Donald Trump said it best, “Study the art of persuasion. Practice it. Develop an understanding of its profound value across all aspects of life."
I strongly recommend having this discussion with your team members on an individual basis: “What do you need right now to help you feel like you can do your best? What are your goals in your work here, and how can I help you achieve them?” I can think of no better way of clearly and directly communicating your sincere and honest interest in your team and what they can bring to the table. This direct line of questioning also demonstrates to your employees that they are not just another grunt or number. This direct approach, combined with quiet observation, will give you the vital information you need to discover what motivates each particular employee.
One of the biggest mistakes managers make is withholding praise or acknowledgement until after an employee has “been good” or done something to “deserve” it. You may have heard the old grass adage: You tell the grass, “When you grow, and only after you grow, will I then give you water.” This is just not how motivation works. This kind of reward system demonstrates a fundamental misunderstanding of human nature and basic human needs. It breeds insecurity amongst employees, who may never function at their best over the long-term because they can never feel confident about what they’re doing or where they stand.
Rewarding after the fact also creates resentment. It doesn’t take an employee long to figure out that a boss considers her/his value conditional. How can anyone be expected to feel enthusiastic about her/his work and free to unleash her/his greatest productive energies with such a message confronting her/him every day? Yes, it is the typical tug-of-war in the workplace: Employers feel that their employees are privileged to even have the job; employees feel that employers don’t appreciate how hard they work. Going back to the grass analogy, I would suggest that “nourishing” your team from the get-go, whether they have merited it or not, will spawn the greatest growth and productivity over the long term. Your employees will work thoroughly, creatively and enthusiastically because you have bred this kind of work ethic. Then, you’ll no longer feel like you’ve got to pull teeth to get even the bare minimum accomplished.
Let’s spend some time together exploring what it takes to get the best out of your team. There needs to be enough pressure that your workers are stimulated to action, but not so much that the environment becomes stressful and debilitating. One of the best ways to accomplish this proper level of pressure is to help your team members feel like they personally have stock in the outcome. Brainstorm ways in which a certain task or project can really become something your team can take ownership of, rather than something you’re barking at them to do. Your team members have to feel compelled to achieve because of their personal stake in the situation, not because “the boss said so.” How do you inspire them to have a vision for why the task has to be done? How do you instill in them that they are a vital part of the company’s success? This type of communication and understanding, before the task is even begun, speaks volumes to your team. There is no better way to kick off a new campaign than for your employees to all have a secure knowledge of their standing within the company and why the company values and needs them.
When motivating others, there is a direct relationship between the type of persuasive tech
What do creativity managers do?Replace the word management with the word optimisation.That's what creativity managers do: they optimise the quality of the idea pool (creativity) and the implementation process (innovation).There are many methods of optimisation and the creativity leader must be aware of all of them, in other words, he or she must synthesise them for optimal effect.Areas [within creativity] that need managing include motivation, organisational culture, organisational structure, incremental versus radical effects and processes, knowledge mix, group structures, goals, process and valuation.Areas [within innovation] that need managing include idea selection, development / prototyping and the art of commercialisation.It is worth noting that 4000 good ideas result in 4 development programs, which in turn results in 1 winner.Can creativity be learned and developed? I can think of no better way of clearly and directly communicating your sincere and honest interest in your team and what they can bring to the table. This direct line of questioning also demonstrates to your employees that they are not just another grunt or number. This direct approach, combined with quiet observation, will give you the vital information you need to discover what motivates each particular employee.
One of the biggest mistakes managers make is withholding praise or acknowledgement until after an employee has “been good” or done something to “deserve” it. You may have heard the old grass adage: You tell the grass, “When you grow, and only after you grow, will I then give you water.” This is just not how motivation works. This kind of reward system demonstrates a fundamental misunderstanding of human nature and basic human needs. It breeds insecurity amongst employees, who may never function at their best over the long-term because they can never feel confident about what they’re doing or where they stand.
Rewarding after the fact also creates resentment. It doesn’t take an employee long to figure out that a boss considers her/his value conditional. How can anyone be expected to feel enthusiastic about her/his work and free to unleash her/his greatest productive energies with such a message confronting her/him every day? Yes, it is the typical tug-of-war in the workplace: Employers feel that their employees are privileged to even have the job; employees feel that employers don’t appreciate how hard they work. Going back to the grass analogy, I would suggest that “nourishing” your team from the get-go, whether they have merited it or not, will spawn the greatest growth and productivity over the long term. Your employees will work thoroughly, creatively and enthusiastically because you have bred this kind of work ethic. Then, you’ll no longer feel like you’ve got to pull teeth to get even the bare minimum accomplished.
Let’s spend some time together exploring what it takes to get the best out of your team. There needs to be enough pressure that your workers are stimulated to action, but not so much that the environment becomes stressful and debilitating. One of the best ways to accomplish this proper level of pressure is to help your team members feel like they personally have stock in the outcome. Brainstorm ways in which a certain task or project can really become something your team can take ownership of, rather than something you’re barking at them to do. Your team members have to feel compelled to achieve because of their personal stake in the situation, not because “the boss said so.” How do you inspire them to have a vision for why the task has to be done? How do you instill in them that they are a vital part of the company’s success? This type of communication and understanding, before the task is even begun, speaks volumes to your team. There is no better way to kick off a new campaign than for your employees to all have a secure knowledge of their standing within the company and why the company values and needs them.
When motivating others, there is a direct relationship between the type of persuasive tech
Owning an online or offline business means you have a product or service that you want to sell. If selling was easy, we’d all be rich! The thing about salespeople is that many of them are selling something they know little about, or something they don’t even like or care about, just to make a quick buck. When the quick buck doesn’t come, they might take desperate measures to make a sale, which also might turn out to be the wrong approach entirely. What they are not realizing is that their focus is on the product or service they are selling, when the focus should really be on themselves, and on their customers.To sell a product or service, you must first sell yourself. This means letting the customer know that you care about them, that you can be trusted, that you love what you do, and that you believe in yourself, in the customer, and what you are selling them. You cannot expect to influence someone when you have little c
Let’s spend some time together exploring what it takes to get the best out of your team. There needs to be enough pressure that your workers are stimulated to action, but not so much that the environment becomes stressful and debilitating. One of the best ways to accomplish this proper level of pressure is to help your team members feel like they personally have stock in the outcome. Brainstorm ways in which a certain task or project can really become something your team can take ownership of, rather than something you’re barking at them to do. Your team members have to feel compelled to achieve because of their personal stake in the situation, not because “the boss said so.” How do you inspire them to have a vision for why the task has to be done? How do you instill in them that they are a vital part of the company’s success? This type of communication and understanding, before the task is even begun, speaks volumes to your team. There is no better way to kick off a new campaign than for your employees to all have a secure knowledge of their standing within the company and why the company values and needs them.
When motivating others, there is a direct relationship between the type of persuasive tech
Today's job applicants are encountering a lack of courtesy that is all too common. Businesses are flooded with applicants for every opening and many are showing a lack of respect for job seekers by failing to respond to their applications.Most employers request resumes and other documentation be sent by e-mail. Occasionally they use the old-fashioned method-the anonymous post office box. The huge volume of applications makes it seem difficult to respond personally to each one. However, the technology is there to reply to all.Most e-mail programs have the ability to send an automatic response letting applicants know that their information has been received and how and when they will be notified of an interview or the lack of one. If the application is handled through postal mail, a generic letter can be generated and sent out with the same details. There is no excuse for leaving applicants in the dark.Following
When motivating others, there is a direct relationship between the type of persuasive technique used and how short or long-lasting the results will be. Basically, the most controlling and coercive measures yield the most temporary results, while the most deferring and respectful measures, those in which people feel free to act voluntarily, yield the most lasting results. Another interesting relationship is that it is often the use of control or force that is the easiest motivator to employ, perhaps giving reason to why this strategy is so commonly used. On the other end of the spectrum, control takes more time and patience to develop.
Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. Beware of the common mistakes presenters and persuaders commit that cause them to lose the deal. Get your free report 10 Mistakes That Continue Costing You Thousands and explode your income today.
Conclusion
Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade.
Kurt Mortensen’s trademark is Magnetic Persuasion; rather than convincing others, he teaches that you should attract them, just like a magnet attracts metal filings. He teaches that sales have changed and the consumer has become exponentially more skeptical and cynical within the last five years. Most persuaders are using only 2 or 3 persuasion techniques when there are actually 120 available!
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