Team Management-Motivation
Newly promoted managers may all encounter the problem of "employees with poor combat effectiveness, lack of energy, and low morale". How to do a good job in motivation management and share four points of leadership experience.
1. Incentives to solve the problem of "insufficient motivation".
Not all the phenomena of "poor combat effectiveness, inability to raise energy, and low morale" are solved by incentives and require the leader to predict:
(1) Sometimes, it may be because you want to do something, there is no one, and no budget, which makes it difficult to move things forward and affects combat effectiveness. Resource issues, managers need to coordinate resources;
(2) Sometimes, it may be that you want to do something, but you do not have sufficient authorization, which makes it difficult to promote the relevant departments, which leads to frustration. For authorization issues, managers need to resolve them through authorization;
voice-over: For authorization issues, see "Does the leader manage so much detail?" ".
(3) Sometimes, it may be because you want to do something, with a correct attitude but not able to reach it. At this time, you will also be very frustrated, which affects employees' self-confidence and morale. Ability issues, managers need to solve through guidance;
voice-over: training issues, see "Why can't I meet, touch and guide my leader?" ".
In short:
- Insufficient resources, coordinate resources
- Insufficient authorization
- Insufficient ability, training guidance
Lack of motivation can only be solved through incentives.
2. "Money" cannot solve all problems, and "complaining" is even more a management taboo.
There are many leaders who have more or less similar complaints about HRBP, bosses, and companies:
(1) The salary bandwidth is not competitive! Top-notch employees cannot be recruited, excellent employees cannot be retained, and cannot be motivated?
(2) There is no salary increase budget, bosses, give more salary increase budget, otherwise there is no incentive?
(3) The bonus package is limited, really don't know how to motivate?
It is true that salary and bonuses are an important part of the incentive system, but resources are always limited and difficulties always exist. If the salary bandwidth is high enough, the salary increase budget is large enough, and the bonus package is large enough, what do you need to do!
Complaining cannot solve the problem of motivation.
Complaining is a management taboo.
It is good to have money, but can money solve all problems?
External incentives are certainly effective, but its motivational features are:
(1) Strong incentives: Is it a little excited to think that the salary will increase by 10% tomorrow?
(2) The incentive cycle is short. Once obtained, the incentive effect disappears: I have been excited for a salary increase for a few days, do I immediately feel that I deserve it?
As a manager with a business mindset, on the first day of leading the team, the truth that "resources are not infinite" should be deeply imprinted in his mind. What managers need to do is:
(1) In the salary increase budget, bonus How to make good use of external incentives to solve the main contradictions when resources such as packages are limited;
(2) Make good use of internal incentives to make the driving force longer;
3. Find the internal driving force of employees and do a good job of internal motivation.
Regardless of the "motivation theory" of various schools, the three most common types of driving forces are: achievement-driven, team atmosphere-driven, and influence-driven.
The first category: driven by a sense of achievement
Staff characteristics: Full motivation to "make a system, complete a project, achieve a business goal, and grow to a stage".
Management actions: clarify work objectives, provide resource support, regularly evaluate results, give feedback on results, and implement relevant incentives (for example, project recognition).
The second category: team atmosphere driven
Employee characteristics: Full motivation for "trusting each other, cooperating with each other, and a good team atmosphere".
Voiceover: When interviewing, many candidates will say that they want to go to a team with a good atmosphere.
Management actions: Establish a good communication, collaboration, sharing, and growth mechanism to create a team atmosphere of mutual trust and cooperation.
Category 3: Influence Driven
Employee characteristics: full motivation for "influence, contribution, decision-making power, and influence more people".
Voiceover: This type of employee is generally the core backbone, team leader or person in charge of the team. The key word is "ambition (commendation)."
Management actions: full authorization, trust, and independent decision-making ability to a certain extent.
Voice-over: Authorization does not grant responsibility. Try to "see it" or "as you ask" on authorization.
Of course, there are every type of employees in the team. As a leader, every type of management action must be done in order to motivate and retain the various types of employees in the team.
Fourth, the principle of fairness and distinction.
Whether it is external incentives or internal incentives, the two most important principles are: the principle of fairness and the principle of discrimination.
Regarding the issue of salary increase budgets, Confucius said early on that "there is no need to worry about scarcity and unevenness", that is, the salary increase budget is not afraid of being too small, because everyone is afraid that the salary increase ratio is different. The so-called fairness is average. If you get a 5% salary increase budget, all employees will get a 5% increase.
I ca, on the issue of salary increase incentives, this theory of Confucius is not applicable, and managers must not use mechanical methods.
The so-called principle of discrimination means that the incentives must be differentiated, and there must be a large gap between the top and bottom incentives.
Voiceover: The same goes for performance scoring.
Assuming a 5% salary increase budget, there may be several salary adjustment schemes:
Option 1: A general salary increase of 5% for each employee is not advisable;
Option 2: 352 ranking, 30% of employees adjust 10%, 50% 4% of the employees are adjusted, and 20% of the employees are not adjusted;
Option 3: The TOP50% of employees are adjusted by 10%.
Option 4: Adjust 15% for TOP30% of employees.
Of the above four options, the last one can better reflect the "discrimination principle", but how to adjust the leader should also be based on the budget package and team situation.
The so-called principle of fairness does not necessarily mean more incentives for higher output:
(1) Staff level should be considered: at all levels, the principle of discrimination should be considered, and incentives should not be concentrated only on high-level employees;
(2) We should consider current There is an incentive system: at the same level, in terms of output, A>B>C, but the current incentive situation is A>C>B. Although A performs best, this example should encourage B;
Fairness is not only motivation, but also the most important point in the process of leading the team. Unfair teams and unfair companies are not worth staying! ! !
to sum up
Regarding incentives, new managers need to pay attention to four points:
- Incentives to solve the problem of "insufficient motivation", insufficient resources should coordinate resources, insufficient authorization should strengthen authorization, and insufficient capacity should be trained and guided
- "Money" cannot solve all incentive problems, and "complaining" is even more a management taboo
- In addition to external incentives related to "money", internal incentives are also particularly important. Different management actions are taken for employees driven by sense of achievement, team atmosphere, and influence.
- Fairness is not equal, pay attention to the principle of fairness and the principle of distinction
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Voiceover: More often, you have to believe that your leader wants to help you raise your salary, but the salary increase budget is really not something you can decide.