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By Ed Rigsbee, CSP (1104 words) In these times of
conflict and uncertainty, showing acceptance of your employees as fully
functioning, rather than apprentice human beings is a necessary element in
employee motivation. The Western Electric Company, Hawthorne Works, Chicago in
a study (late 1920s and early 1930s) reported by Harvard (Mayo &
Roethlisberger), detailed that American workers did not leave their personal
concerns at home but rather, brought their problems to work. It was also
discovered that employees became much more productive when they had some say
or control over the issues at work that affected them. While these discoveries
were monumental, the information was ignored in American business for decades. Show acceptance of your
employees through validation. Since the time you were a child you have been in
search of things that made you feel good about yourself. As far back as you
can remember you have wanted to feel good about yourself, your efforts, and
also several other areas including your work. Are you different? Absolutely
not, we're all in this together. As a professional speaker, I receive my validation through my audience every time I present a keynote or seminar. As a writer I find validation much more elusive. This phenomenon is experienced by 99% of the people in this country who work for another. Why is feeling good about oneself so important? I believe it is a self worth issue. While I'm not completely sure, what I do know is that the need is real. Visualize for a moment the worst boss for whom you've ever worked. Let the negative feelings, the venom flow throughout your body. Even if this person maybe, possibly believed he or she was a decent human being, your only reality about this person is the current conversation and emotion you are having with yourself about him or her. What is your reality? The sword has two sides. What might your employees be saying about you if asked the same question? What a thought! What is their conversation (off the work site) about you? Most of us want to feel
good about the way we treat others. While there are some exceptions, your
efforts can be easily derailed. Are you letting your efforts to partner with
the persons in whom you come in contact, become victim of oversight? Has the
Door Ding Fairy ever visited you? You know what I'm talking about. You get a
new car. The first time you drive it to the store and forget to park in the
north 40, smash, you have a door ding. And nobody knows how it got here. Your
employees can do the same thing to your business, consciously or
subconsciously, if you treat them poorly. Business success comes with a price, the price can be that of self-learning and improvement or the price of continual turnover, a turnstile of employees. So how can you validate and what type of validation is best? The following section on recognition will give you some answers. An important consideration to keep in mind is that different personalities prefer validation in different ways. A relationship personality person wants validation in making the workplace better for all. For a person with an expressive personality they want validation of themselves, the person they choose to be. A directive or controlling personality wants validation on their effectiveness in the workplace. And last, a perfectionist or analytical wants validation for their effectiveness in processes. Through your efforts to help your employees by understanding what makes them tick, also help them to understand the meaning of doing the best job possible. In the
August 1999 OfficeSystems
magazine it was reported what GenXers want. Who are GenXers? They are the
children of baby boomers, born between 1967 and 1977 and they have been
entering the workforce in increasing numbers. Some have been working full-time
for a decade so employers should know a bit about them. Unfortunately,
companies have been slow in making organizational changes to better utilize
the skills of this talented generation. Often, managers try unsuccessfully to
bend the GenXers into their own image and ways. It hasn’t worked too well. While not all are the same, the following list is a general indication of what creates value in the lives of GenXers:
GenXers, Boomers and
Traditionalists (also called Matures), were raised and synthesized at
different chronological times and as such, see the world from different
windows. In a mid-1990s Yankelovich Report, Rocking
the Ages, they reported typical memories for the different generations.
Motivating across the
generations can prove to be tricky. Creating programs, policies and incentives
that embrace the similarities and differences of these groups can make for
high-level productivity and ageless motivation. Bruce Tulgan, in his book, Managing
Generation X, states, “You need to give GenXers the rewards that they
really want. The perfect rewards can be enabling them to learn new skills or
giving them more responsibilities. They want to know that their hard work is
valued and that their accomplishments are recognized. Even if it’s as simple
as the manager buying pizza when they work late or giving them a couple of
tickets to a show” As reported in the Los Angeles Times, the
National Study of Changing Workforce, released in April 1998, by the Families
and Work Institute put a common myth about GenXers to bed. The study was
compiled from interviews with 2,877 employees over the age of 18. The study
found that “contrary to the portrayal of Generation X . . . Young workers
today are not a group of slackers.
They work substantially longer hours on average and find their jobs more
demanding than young workers 20 years ago did.” What does all this mean to you? Simply put—help
all your employees to feel welcome (regardless of decorative face hardware) and
needed. Let them have some say about how they do their jobs and give them an
occasional pat-on-the-back. Do these simple things and get out of their
way—they’ll make you proud—and most likely rich.
To access helpful additional information from Ed Rigsbee at no charge, please visit www.rigsbee.com/downloadaccess.htm. # # # #
# # # # Adapted from PartnerShift-How to Profit from the Partnering Trend by Ed Rigsbee, CSP, published by John Wiley & Sons, New York, October 2000. Ask for PartnerShift at your local bookstore. All of Rigsbee’s books are available from Amazon.com. Ed Rigsbee, CSP is the author of PartnerShift, Developing Strategic Alliances and The Art of Partnering. He has over 1,000 published business articles and is a regular keynote presenter for major corporations and national trade and professional associations. For more information, call 800-839-1520 or e-mail him at EdRigsbee@aol.com. His Partnering University Web Site is located at www.Rigsbee.com.
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| Do you believe in the idea of reciprocity? Did the ideas and/or solutions in this article create value for you, your career and/or your organization? If so, please don’t only be a taker! Ed spends many hours researching and sharing his ideas and solutions. He makes his content readily available to you 24/7. He too has a mortgage and bills to pay. Being mindful of the above, perhaps you would be willing to mail him a token of your appreciation for his work in the form of a check? Since reciprocation can take many forms, if mailing him a check, as a token of your appreciation seems uncomfortable, a good bottle of wine could easily show your gratitude. Please mail any offerings of thanks for Ed’s work to him at 3595 Old Conejo Rd., Thousand Oaks, CA 91320. | ||||||
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Motivating
Your Employees Through Acceptance