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Employee motivation ideas for managers and leaders

26 点作者 notatechie大约 5 年前

9 条评论

nathan_compton大约 5 年前
If you let something other than more money motivate you to work harder, you're a sucker. If you are working in the private sector, the transaction is pretty clear: they give you money, you give them labor. If, by some psychological trick, they get you to give them more labor for the same amount of money, then I think you've been had.
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A4ET8a8uTh0大约 5 年前
I do not want to sound too cynical, but whenever I see those articles, to me it conveys the message of &#x27;how do we not pay people more, but still extract more work out of them&#x27;. The article is about the same. It even seems to follow the same format making me question whether it was written by a human. And I am saying that just having gone through positive psychology section in my MBA class.<p>Employee motivation is an important subject, but the underlying goal seems to have perverted that subject.
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searchableguy大约 5 年前
Honestly, I wonder how many people apply these articles literally and make the employee feel even more uncomfortable because clearly, the manager doesn&#x27;t give shit about them. He is just following the article and if you tell them the truth, they are gonna fire you or put you on some performance hook
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groby_b大约 5 年前
Here&#x27;s the thing - this isn&#x27;t bad advice, but it&#x27;s the CS equivalent of &quot;Hello world&quot; in Python or Basic.<p>We don&#x27;t need software to manage people. We need training for our managers. These tips are all things you should know before you ever get handed management responsibilities.
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gajus大约 5 年前
I have just built an app that is meant to build motivation by getting the remote teams to know each other better. aboutsnack.com
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mettamage大约 5 年前
Here are some employee motivation ideas that I know that work:<p>Self-determination theory by Deci and Ryan lumps everything into three components:<p>- The ability to make decisions &#x2F; agency over what you do (they call this autonomy)<p>- Feeling connected with other people (relatedness)<p>- Being able to get better and to start at the right level (they call this competence)<p>Any idea that you can think of that relates to CAR (Competence, Autonomy, Relatedness) will most likely work.<p>Here are a few:<p>- Relatedness: Say you want to learn mathematics. Find a study group for 2 hours per week! Don&#x27;t like your study group? Find a study group until you like one. Can&#x27;t find someone, then at least get your social media straight: find mathematicians you like on YouTube, Twitter and the like. Email them, ask them questions, who cares they&#x27;re busy? Consume their content (isn&#x27;t 3Blue1Brown motivating? ;-) ) and see if you can engage more with them.<p>- Competence: You&#x27;re too long stuck at a problem and you feel demotivated. Well the theory predicts that, so you need to find a way to see your progress. Either do this by getting easier problems to solve or get better feedback mechanisms. One way to do that is to reflect after the fact (when you solved the problem) how it is possible to be stuck for so long. Then the next time you get stuck, you can include this meta-process and reflect on it again, over time you&#x27;ll see yourself get better with this reflection. So now you get feedback from two things that are relating to each other!<p>- Autonomy: Do you feel forced to do something? Try to see if you can find a choice within the activity. I did this while studying, I chose to study &quot;how to study as fast as possible&quot;, suddenly I found any topic fascinating. This is why managers forcing a certain work style down employees their throats are hurting their intrinsic motivation. Allowing employees to find out about their own ways of working yields higher autonomy.<p>I&#x27;m always noticing that when I&#x27;m unmotivated that I&#x27;m sorely lacking in one of these three aspects, and in most cases it&#x27;s relatedness as I have no one to bounce my ideas around with.<p>So ask yourself when you&#x27;re really unmotivated, are you low on competence, autonomy or relatedness? I&#x27;m curious to hear if you feel high on all three (email is in the profile). I never experienced it.<p>Anyways, those are my tips to motivate anyone really.
gowld大约 5 年前
This is junk content marketing, most likely copied from past HN discussions.
mettamage大约 5 年前
Edit: I was right, this article is simply a content marketing piece.<p>My full analysis is below:<p>Let&#x27;s look at their list.<p>1. Ask them ‘how motivated are you’ before the meeting<p>Only possible in organizations with amazingly high trust. If people have an inkling of a fear to lose their jobs, this won&#x27;t work. Otherwise it would work because it will add some self-reflection to the both of you. I think the employee should also ask it back to the manager! The reason: being self reflective on each other&#x27;s motivation allows you to understand it and influence it for being more productive in a way that you feel happy about.<p>2. Start with a check-in about their general well-being<p>This a variant of #1, this shouldn&#x27;t be a different point.<p>3. Provide personalized feedback<p>This also has the &quot;requires super non-toxic&quot; working culture requirement. The idea works though, I think self-determination theory explains it quite will in their &quot;competence&quot; part.<p>4. Discuss the performance blockers and challenges<p>should be lumped together with 3, it&#x27;s part of feedback or the feedback is part of this discussion.<p>5. Follow up on previous action items<p>This improves reliability. I think this works in both toxic and non-toxic cultures.<p>6. Discuss career growth<p>Anecdata: in my case I left a job because they offered me the position of backend developer after being a freelance full-stack developer for 3 months. I like full-stack and front-end if you can&#x27;t figure that out after 3 months, then you haven&#x27;t been paying attention and you don&#x27;t care about me. In hindsight I was right.<p>7. Be their mentor<p>This is also the fastest way to demotivate someone if the mentor doesn&#x27;t fit or is a bad mentor. I have both had good and bad mentors in my life. As with anything social, it&#x27;s an amplifier, what the sign of that amplifier is depends on the relationship you have with those people.<p>8. Make them feel valued<p>#5 should be in this one as well.<p>9. Accountability matters<p>Yea this is called healthy collaboration (FYI: they mean the manager must be accountable). It&#x27;s good to say it though! Despite it being so simple, one could forget it. A non-toxic work culture is required.<p>10. Recognition is important<p>Well yes, rewarding fairly is super important. Not only is it important for extrinsic motivation but if you&#x27;re crossing the sense of justice with an employee, then you&#x27;re screwing with intrinsic motivation as well! I wonder why the article didn&#x27;t say that. We all know that if someone feels not being fairly judged they start to rebel either covertly or overtly. I had this a lot in high school and I&#x27;m sure it wouldn&#x27;t be any different in the workplace, especially when I read all the HN comments that contain the phrase &quot;butts on seats&quot;.<p>-----<p>In conclusion: this article is mediocre. By skimming it I pointed to some structural issues it had. Moreover, most tips require a non-toxic work environment.<p>This should be actively stated as such! Because I think in some cases it&#x27;s simply not possible, some places are so financially tight that based on that you can simply deduce it&#x27;s going to be a lot of stress to work there for anyone.<p>Nevertheless, I think tip #5 while basic is really valuable since it&#x27;s a tip that could always be implemented to quite a high degree. Moreover, the tips themselves are important to be stated and none of the tips were wrong. In my opinion, a subtle wrong tip would be: always smile to your employee! They need to feel your positivity. &lt;-- That&#x27;s wrong because while positivity is important, so is vulnerability at times and this tip destroys it. They never erred like that.<p>And despite giving it perhaps such a &quot;harsh&quot; conclusion, I do still think the article has value. I simply don&#x27;t think there&#x27;s any unique value that someone like Simon Sinek wouldn&#x27;t be able to give you in a more clear and coherent manner.<p>After reading this, I feel like I could&#x27;ve written a better article and I suspect this is simply a piece of content marketing for the company.<p>If so, then I dare the people of peoplebox.ai to hire me. I dare to put the money where my mouth is. I think I could do better. (I think a lot of people on HN could do better for that matter. But I think it&#x27;d be actually fun :P)
frompdx大约 5 年前
The title to this post caught my eye because I have always found it amusing that so many companies have a class of employees who have the job of dreaming up ways to squeeze more work out of employees. Or at least, that is how some people tend to operate in that role. I find the advice in the article to be generic, creepy, and patronizing.<p>Patronizing:<p>&gt; As a manager, you are in charge of handling millennials’ emotions and ensuring that they are motivated to contribute their best effort to the organization.<p>So, millennials can&#x27;t handle their own emotions or be managers themselves? Gen-Xers and Boomers promoted to management by virtue of the fact that they are not millennials? Why even make this about millennials?<p>Creepy:<p>&gt; An employee’s happiness quotient depends upon 4 factors – supervisor, recognition, job, company. Ask them to rate these factors on a scale to 10 and if their score is less than 28, you have a disengaged and unmotivated employee.<p>Pro tip: Play mind games with your employees to find out if they are motivated or not and then keep a score of the results that you can use to track their motivation score behind their back.<p>Seriously, don&#x27;t do this at all. This is terrible advice. Best case scenario is the employee is oblivious to the objective and worse case is this becomes a new metric to game. Human metrics will be gamed. It is inevitable. This type of shenanigan will make people resent you.<p>Generic:<p>&gt; A simple question about their health and personal life will help them find a connection with you. A light-hearted banter would help them in understanding you better.<p>This sounds like advice you would give an alien who is about to meet a human for the first time. That is to say, this is obvious advice.<p>&gt; Discuss the performance blockers and challenges<p>More obvious and generic advice.<p>&gt; Start with a check-in about their general well-being<p>Extend common platitudes to your employees. Ground breaking.<p>This is a marketing piece meant to sell software for tracking one on one meetings. However, in case any managers are reading and think this sounds like great advice, here is some alternative advice.<p>I have had managers who inspired me to do my best work, managers who inspired me to walk out the door, and managers who did not inspire me at all. I have been a good leader and a bad leader. When I was a bad leader I thought human metrics mattered and that I could control outcomes by using the metrics guide my decision making. This caused friction and resentment. When I was a good leader, I was genuine with the people I was working with and the rest flowed effortlessly. The managers I appreciated the most were also genuine. Genuine is a state of being and there is no formula to create that state. If there was, it would not longer be genuine. It would be synthetic.