Employee Motivation: Key To Company Success

By: Jimm Chris

Imagine this: You're the owner of a seat MNC company that produces seating for wheelchairs, auditoriums, and cars. You have approximately 100 employees, 90 percent of which are upholsters, sewers, gluers, and material cutters. The other 10 percent are office staff. Basically, you have a diverse group of employees, each with different jobs, concerns, and needs. The big question is: How do you motivate all of these people?

Treat your employees in a good way and your company will turn out well:
If you are a smart business owner, you will realize that employee motivation at the workplace is vital to a company's success. If your employees don't appreciate their bosses, their job, and their company, then your business will not thrive.

Your employees must WANT to work at your company. They must have pride in their career, as well as the outcome that they are making. This about it this way: If your employees truly believe in what they are doing, they are most likely going to output a high-quality product in as promptly a manner as possible. In the end, your customers will benefit from this. Your company will benefit from this. And your employees will the gain from this. Success is truly a chain reaction that begins and ends with employee motivation.

Put yourself in the shoes of your employees:
So how do you get your diverse mix of employees motivated? Why would anyone want to wake up at 7 AM five days a week to sew material to make seats for wheelchairs?

Would you get up to do this if, hanging above your department, you saw photos of the disabled people using the seats you stitched? Would you get up to do this if you were able to voice your ideas for new seats to your boss and to the whole company in weekly meetings? Would you get up to do this if you were given pay incentives or other types of rewards for the number or quality grade of seats you got done in a month?

If you answered yes to even one of these questions, then you would be considered a motivated employee. At least one of these things would have challenged you and would have given you reason to come in to work.


Think about some vital points that enhance employee motivation:

• Every employee wants to feel appreciated in some way.
• Every employee wants to be given some sort of proof that what he or she did bettered the world, the community, or just the company in some sort of way.
• Every employee wants to feel that his or her opinion is at least heard - whether or not it is actually used. Having the opportunity to voice an opinion and bring new ideas to the table is a constructive thing for both an employee and a company.
• Every employee wants to be rewarded for a job well done. It is understandable that large raises and elaborate prizes cannot always be available. But sometimes a simple acknowledgement from an owner or a boss can mean a great deal.

As a business owner, or as a boss, understand that one wants to work hard only to end up feeling unappreciated in the end. In a corporate world where money and power appear to mean success, it is key to remember that without good employee motivation at the basic level nothing else would be possible.

Visit my blog at How To Get Motivated by clicking the link to read more articles on ways of getting motivated.

Build A Team

Claudia Brown talks about how building the right team will help your organization. Learn how picking the right people and creating the right environment can do wonders for your workplace.


Build a Team - The Right Team (There is a Difference)

Creating the right team is imperative to your success. A team is comprised of people who can bring necessary skill sets to the venture. A team is different from partners. Partners are financially and legally tied to the venture while team members are brought in to create and continue the process. Team members can be employees or sub-contactors.

These are people you can control - you get to pick them. You can use their services for as long as you like. If they don't work out as planned, you can find a different team member or you can find a place on the team where this person can be more effective.

Creating the right environment for the team is equally important. People will give their best when they feel that their services are being valued and that they are entrusted with producing a part of the success of the venture. Team members must have the same values as that of the venture and they must follow the same code of conduct consistent with your desired outcome. They must truly want the venture to be a success and feel that they are a part of that success. They must do their job well with the other team members.

Differences are encouraged only if they are presented in a positive fashion, recognizing the efforts of the others. Each team member must give more than they are asked for in their areas of expertise. This does not mean extra hours; it means do your jobs with heart and soul, working with the creative minds flowing, working with a positive mental attitude, and working together with the others so that all are winners.

What ideas do you have that will create a positive, successful team? How can you create this team and have each person feel that they are as important a part of the success of the venture as you are? Study successful entities to find out how they treat their team members. Find out what motivates team members in successful entities to keep them successful - is it money, power, trust, fear, etc.? Thinking these things out before you create the team will help you in putting together the right team for your venture.

You should write out all the positions of your team and keep updating it as you grow as when you grow you will need to change out some positions on your team. This is a big mistake that people make as they grow. They keep the same team members that were effective when they were small and they do not re-evaluate the need for replacing members who have not grown to levels where they are now needed. Therefore the overall team growth is limited by the lack of ability of one or more members. Just like upgrading your peer group, always be open to and active in upgrading your team members.

You must strive to place the right people on your team. This goes for all positions you pay for, including lawyers, accountants, advisors, sub contractors etc. Be clear on what is a must upfront and make the positions open as specific as possible.

If you are just starting out then make your team as simple and complete as possible. Just be sure that your team members are able to excel and have knowledge in the industry and direction you are going in. The last thing you want to do is to have to micromanage your team members. If you find you are doing so you have made a mistake and replace them right away.

Your team members must be proactive to your needs and outcome. If not replace them or place them in a position where they can be more effective. Please always keep in mind that in most cases you are paying for their services in one manner or another. Never pay a team member 100% upfront for their services as this always gives them something to aspire to. Placing the right team members in the right place will make your endeavor soar.

About the Author:

Doug and Claudia Brown use their 40 plus years of business building experiences to educate people on how to create six figures or more in 24 to 36 months or less. For more information, see their website at www.whatisyourplan.com

DESIGNING YOUR CAREER SWEET SPOT

After a childhood, teen years and early professional life filled with angst trying to please others, it wasn't until I truly allowed myself to focus on where I knew I excelled (or could), on what I was passionate about and on what kind of place would bring out my best that I was able to be intentional about what I really wanted in my career.

Now I know. To be truly satisfied in a career, it must be comprised of exactly those three elements above and a somewhat selfish perspective. Before you start looking for a new house, for example, you make a list of "must haves" and "nice to haves." Same with a new car, yes? Treat your career plan or job search no differently.

It has to start with YOU and your goals.

Get intentional about first carefully understanding what constitutes the three key elements of your ideal role, at the intersection of which you'll find the sweet spot: your ideal career.


3 ELEMENTS OF YOUR IDEAL CAREER

Whether you are a highly motivated jobs seeker looking for a new position or a gainfully employed professional looking for the "next opportunity" internally, consider these three elements when asking yourself, "What do I really want to do?"

Function

This is the what you do piece. The tasks and activities you're responsible for completing, the role you play, the duties and responsibilities in the job description. Marry your unique MO - how you naturally do the things you do - and your strengths with a role that needs those talents to accomplish the job most effectively and you have a match that allows you to do what you do best every day.

For example, if you are a gregarious brainstorming type who adapts every documented process to address the needs of the current situation and who thrives on experimenting with new ideas to see if they work... perhaps a role in direct marketing planning and analysis isn't for you. (That was me, by the way. For the first 15+ years of my professional life.) No, no, leave that job to a systematic planner who decides, through strategic data analysis, what is feasible to try then carefully measures the results to gauge success and gather information on how to do it better next time. (Thank goodness for me there are people out there like this!)

Passion

The why you do what you do piece. What difference do you want to make? What impact? What will be your legacy? What would make you excited to get out of bed every morning to work on and invest 8+ hours a day?

I'm not necessarily talking about finding the cure for cancer or saving the whales here. Unless that's truly your thing. I'm talking about what you feel is important... what is meaningful to you. Just because your father wanted to fill the world with song doesn't mean that's what would make you race into the shower after turning off the alarm every morning. When you can work toward making a difference in some area that you feel strongly about, you will apply what you do best every day to something that matters.

Environment

The where you do what you do best piece. What does the "place" look like that will allow you to do your best work? Bright, open shared space? Private office? Your car? Outside? What is the culture/core values of the organization? Who are your colleagues (if any) and what are their attitudes, beliefs, work ethic? What are the ideal benefits and compensation?

From the physical space to the intangibles like values and benefits, outlining the characteristics of the right environment is just as important as what you do and why you do it in order to find - or design - the exact right fit for YOU.

ABOUT THE AUTHOR

Meredith J. Masse, president of MPOWER Consulting, is a professional development consultant, career coach, and speaker who empowers individuals, teams, managers and leaders to do what they do best... focusing on the fastest way to achieve performance excellence: through optimizating natural strengths, talents and instincts in the workplace. Visit www.MPOWER-Consulting.net.

Behavioral Theory of Leadership

Assumptions

Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior.

Description

Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.

If success can be defined in terms of describable actions, then it should be relatively easy for other people to act in the same way. This is easier to teach and learn then to adopt the more ephemeral 'traits' or 'capabilities'.


Discussion

Behavioral is a big leap from Trait Theory, in that it assumes that leadership capability can be learned, rather than being inherent. This opens the floodgates to leadership development, as opposed to simple psychometric assessment that sorts those with leadership potential from those who will never have the chance.

A behavioral theory is relatively easy to develop, as you simply assess both leadership success and the actions of leaders. With a large enough study, you can then correlate statistically significant behaviors with success. You can also identify behaviors which contribute to failure, thus adding a second layer of understanding.

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REVIEW OF LEADERSHIP THEORY

A review of the leadership literature reveals an evolving series of 'schools of thought' from “Great Man” and “Trait” theories to “Transformational” leadership (see table). Whilst early theories tend to focus upon the characteristics and behaviours of successful leaders, later theories begin to consider the role of followers and the contextual nature of leadership.


GREAT MAN THEORIES
Based on the belief that leaders are exceptional people, born with innate qualities, destined to lead. The use of the term 'man' was intentional since until the latter part of the twentieth century leadership was thought of as a concept which is primarily male, military and Western. This led to the next school of Trait Theories


TRAIT THEORIES
The lists of traits or qualities associated with leadership exist in abundance and continue to be produced. They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human attribute, from ambition to zest for life


BEHAVIORIST THEORIES
These concentrate on what leaders actually do rather than on their qualities. Different patterns of behavior are observed and categorized as 'styles of leadership'. This area has probably attracted most attention from practicing managers

SITUATIONAL LEADERSHIP
This approach sees leadership as specific to the situation in which it is being exercised. For example, whilst some situations may require an autocratic style, others may need a more participative approach. It also proposes that there may be differences in required leadership styles at different levels in the same organization


CONTINGENCY THEORIES
This is a refinement of the situational viewpoint and focuses on identifying the situational variables which best predict the most appropriate or effective leadership style to fit the particular circumstances


TRANSACTIONAL THEORIES
This approach emphasizes the importance of the relationship between leader and followers, focusing on the mutual benefits derived from a form of 'contract' through which the leader delivers such things as rewards or recognition in return for the commitment or loyalty of the followers


TRANSFORMATIONAL THEORIES
The central concept here is change and the role of leadership in envisioning and implementing the transformation of organizational performance



Each of these theories takes a rather individualistic perspective of the leader, although a school of thought gaining increasing recognition is that of “dispersed” leadership. This approach, with its foundations in sociology, psychology and politics rather than management science, views leadership as a process that is diffuse throughout an organization rather than lying solely with the formally designated ‘leader’. The emphasis thus shifts from developing ‘leaders’ to developing ‘leaderful’ organizations with a collective responsibility for leadership. In the current section we will focus primarily on the more traditional, individualistic views of the leader as we feel these have greatest relevance to the development of management and leadership standards.

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7 Tips for a Successful Job Fair Experience

by Daniel Dage

In my county or any other county for that matter when attending a job fair

I just returned from our county’s Teacher Job fair and it was a bit of a hoot. First off, I was incredibly nervous going into this thing. While I think most people are nervous about job interviews, I was a bit more nervous than most people, because I knew a lot of the people there i.e. the Supt. of HR, the director of Special ed. plus my own administrators at my own school plus countless other people in the system. And the first question that I knew that would be asked was, “What are you doing here?!?” I knew this fair wasn’t for me, but the system had no provision for voluntary transfers this year. So I was willing to do my own legwork, and this fair was a place where I thought I could have a chance to talk with many administrators in one shot.

There really were a TON of people in attendance. Keep in mind, this fair was only recruiting for secondary science, math and fully certified special education (I’m in 2 out of 3 of those). It was very narrowly focused, and yet it was still pretty packed at 10:30. I debated about whether to go in or come back later but just went in, after taking a deep breath. I walked across a drizzly parking lot and got in lines where people registered and got name tags.

And this is the part where I’m going to tell you what to do or not to do:

1. Get Certified. This seems like a no-brainer, but there were still people showing up who were not certified and still hadn’t even gone through the process. You can begin by going to the Georgia Standards Commission website and learning about the process and applying.

2. Read the notice of what the district is looking for. You can find out all about job fairs and recruitment at the TeachGeorgia site. This is a great resource for teacher job hunters in Georgia. It’s been a few years ago, but I was registered on there and did get calls from administrators during the summer. A bonus tip is to have your profile link to your own web page/resume.

3. Bring your certificate/copies with you. They were really checking and screening those today, so people who did not have theirs had to go to another line where a helpful person would help you pull it up and run a copy. But that slows you down, and you’ll look unprepared.

4. Bring multiple resume copies. I think most people know and do this already, but it’s too important NOT to mention.

5. Get and fill out an application beforehand. Most school system applications can be obtained online, and many can be completed online. Go ahead and fill one out and submit it, then have a copy to keep with you when you go to a job fair or interview.

6. Talk and network with other perspective job hunters. While there might be some degree of competitiveness, there is also a possibility of some of these folks becoming your coworkers. While I talked to a few nice opeople, I also met a couple of surly characters who had their game face on and were not interested in chatting. I found myself hoping that I would never have to work with them and had a thought about pointing them out to my HR contact. However, I do have faith in the people doing the hiring and interviewing in the special education department that they will be able to sort out the nonhackers. And some people talk when they asre nervous and some would rather not. For the latter group, I wonder why they are teachers. I find talking helps lower the tension, but maybe that’s just me.

7. Have work samples. This tip alone is worth your time, and is your reward for reading this far. It’s my contribution to teacher innovation. The light bulb went off in my head yesterday. I basically put pictures on my mp4 player, as well as a short video I did, just to show and wow whoever I talked to about how I might use technology in a class. While it wasn’t exactly a powerpoint, it worked just like one. Now I had a portable way to show off my stuff. Trouble is, I never had a chance to use it.

I was in the process of standing in the special ed. line waiting to be screened by my special ed. director, where I figured I was going to have to answer that question. But the associate superintendent got to me first and that was the end of my job fair experience. He said he was willing to work on some sort of transfer later once he knew where all the openings were. He seemed like he was willing to work with me, even though there was no provisions made for voluntary transfers this year.

I can only hope, but without getting my hopes up too high. Last year, the principal had told me I would make an excellent coteacher in science. But that was a different principal who knew he was leaving and could say whatever he wanted. By the time I realized that there was not much of an intention to move me, it was too late to ask for a transfer or it would have been denied in any case. So this year, I am perfectly okay with staying if I have to but moving if I can. I’ve got good people to work with, good people to work for. But there are other worlds to conquer and learn.

I did a small poll of a few people at the job fair and I discovered that while there were a ton of teacher wannabes there, there are very, very, very few who are both willing and able to do SID/PID at any level, let alone at the high school. On some level I see why, but on another it is depressing.

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Business Tips : 5 Tips on Budgeting

By SCORE

1. Think of a budget as a useful tool—a written financial plan that helps you set goals and measure progress.
2. Start by coming up with a sales revenue target. Make it your best estimate.
3. Based on past experience, estimate your cost of goods sold (e.g., 70 percent of sales) and subtract it from the sales revenue to come up with your estimated gross margin.
4. Forecast variable expenses (items such as travel and commissions that vary according to the level of sales) and fixed expenses (items like taxes and rent that stay the same, regardless of sales). Subtract these expenses from your gross margin to arrive at your estimated net income (before federal taxes).
5. Break your annual budget into quarters and monitor your progress every three months to detect problems and make corrections.

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