How to Motivate Employees to Do More With Less

Boston — Feb. 11With leaner workforces, slower sales and tighter budgets, managers and executives need to motivate their employees to do more with less, according to Suzanne Bates, author of the newly published book, Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!
“Monetary incentives such as raises and bonuses are in short supply,” Bates said. “Managers and executives must find non-monetary ways to keep their teams motivated, and to inspire them to achieve goals and objectives with fewer people and less funding. This makes it even more important for leaders to be out in front of employees as much as possible, continually communicating and making personal connections with them,”Bates is president and CEO of Bates Communications.
Among the ways managers and executives can lead their teams to do more with less are:
Praise, reward and recognize. “People really don’t mind working hard; they just want to know that their efforts are appreciated,” Bates said. “Recognition doesn’t have to be through raises and bonuses.”
Communicate constantly. “In times like these, many managers tend to withdraw because they aren’t getting clear direction from their own bosses,” Bates said. “Fear grows in a vacuum, and employees will fill that vacuum of information with their own worries about their future.”
Be open and honest with employees.
Adopt a variety of ways to find out what is on employees’ minds. “It will require using several different approaches to dig deep and discover how employees are feeling,” Bates said.
Give employees an opportunity to vent about such issues as layoffs, increased workloads, salary freezes and other cutbacks.
Don’t be afraid to push your employees to take more initiative and become more involved.
Get clear about your own priorities. “Managers often hear that they need to communicate their priorities,” Bates said. “But they can’t communicate these if they haven’t decided what they are. Leaders need to make the tough decisions about what really needs to be done now, and what isn’t as urgent and can wait longer.”
Reassess day-to-day, even hour-to-hour. “What seemed important yesterday may not be so important today,” Bates said. “Although your priorities must be based on a sound business strategy, you need to continually reassess them, and help your team make good decisions about where to spend their time and resources.”
Get in closer touch with customers, prospects and vendors.

For more info: http://www.bates-communications.com

Some Good Thoughts from Randy Boek of www.route2results.com

Human Equation
Philosophically this isn't quantum physics. Practically it is tough to do. You may be a leader with the resources of a multi-billion dollar global corporation or the owner of a start-up - it doesn't matter, even in the current economic upheaval it remains tough to get and keep talented people. There are five methodologies for balancing a quadratic equation. Here are five suggestions for balancing the human equation.

Money Matters.
Money isn't the only medium of exchange in the employment equation but don't believe for a minute that it isn't important. Reality may cause adjustments. Appreciate the sacrifice, commit to the longer term.

Communicate - Communicate - Communicate.
You've said it once. You're the boss. People should get it and act on it - now. Well, it doesn't quite work that way. In times of great change and ambiguity direction and messages change- sometimes on a dime. When people are overloaded and distracted more and better communication is essential to keeping people engaged and focused on results.

WIIFM.
From the CEO to the clerk, everyone answers this question persistently and individually. Do you know how each individual you lead defines WIIFM (What's in it for me)? Does each person you lead clearly understand what the business and you expect of them? One size doesn't fit all and you don't have to control the corporate checkbook to make a positive impact here. Understanding and acting here can have a big impact when other aspects of the equation have to be out of balance due to business reality.

Commitment is a two way street.
Know each team member and do your best to get them what they need in order to do their best for the business. As a leader you can create something bigger than self, something people are excited to be a part of, camaraderie, appreciation, recognition, opportunity, and professional growth. People hear what you say - maybe. People see your actions that impact them - always. Whether your actions demonstrate caring and commitment or not, people know you by what you do. Employee or employer, this is the truth.

Soft stuff is the hard stuff.
We expect business results of all from CEO to the shop floor employee. Without growth, revenue and ultimate profitability all bets are off. Clearly understood expectations, competitive compensation, and a valid system of measuring performance are basic price of admission factors. High performing leaders also apply the perspective and soft skills necessary. They keep talented people engaged, focused, and working effectively with others, to serve customers with excellence. They expand the capability of people and insure that employees are doing their best for the business.

Leaders are accountable. Good economy or bad we still have to deliver results. We must do what we believe is best for the business and it may not always be what is best for individuals. In some cases it may simply not be possible to keep the employment equation in balance to the extent that the employment agreement must end. That is reality and I do not know any leaders who enjoy the painful process. Short of that we can be conscious of the equation and take steps to rebalance when one aspect of it must go out of balance.

Here are a few questions to ponder in the mirror:

In what ways is the quality of leadership in my business worthy of the talented high quality people that are essential to the success of the business?

What do my leadership team and I do consistently that builds a level of trust and loyalty so that employees will stay engaged and committed during challenging times?

Where is the business at risk due to the human equation being out of balance and what must be done to fix it?