10 principles that motivate your employees to perform the required tasks

10 principles that motivate your employees to perform the required tasks

10 principles that motivate your employees to perform the required tasks


one of the common questions I hear from many entrepreneurs and executives are: how can I motivate employees to perform the tasks I ask them to do? the answer: absolutely, you won't, because they have motives, but we can determine what motivates them, and use it to channel their energies towards achieving your project's goals.


in my 20 years of helping entrepreneurs and executives overcome their challenges, I have learned some basic principles about motivation, which I address here:


1. provide the right opportunity 


some people, such as water trapped inside the tap, have motivation, just wait to be given the right opportunity, while others move actively and energetically towards targets like streams that flow from the mountain quickly, but follow the path of the channels, so you have to try to manage their time, so you can reap the desired results.


2 - The temptation of rewards

you need to explain to employees when to follow behaviors that benefit the company by using rewards, or literary appreciation such as praise and praise which makes them proud.


3. pain changes people


people change when the pain of survival itself becomes greater than the pain of change. for example, u.s. citizens have only begun to buy cars with smaller engines characterized by economic fuel consumption, only after being struggled with high fuel prices, an inevitable consequence of the pain of rising prices becoming greater than the pain of switching to a smaller car.


4. definition is the key to effective communication 


when something becomes more personal, large companies have discovered that wisdom and applied it. when employees identify the company and what it is, it becomes more important to customers and things start to go for the better, so large companies don't need to appeal to their employees for loyalty, because they desperately need personal programs to show that loyalty, whether the company is establishing a new educational program, or undertaking a comprehensive restructuring.


that's what i do at my company, so when we go to lead teams of companies to develop their human relationship skills, we don't tell them what we're going to do for the company, we're talking about what we're going to give to the individual.


for example, we wrote this in the introduction to one of my company's brochures, telling supervisors that we designed this education system to help them master supervisory management skills, enjoy leadership rewards, and enhance careers. from the management's point of view, the training was designed to increase the effectiveness of the entire organization, which was the motivation that led the company to purchase the program, but from the employee's point of view it was to upgrade his personal skills; this prompted employees to take the initiative to participate in the program.

10 principles that motivate your employees to perform the required tasks


5. caring for employees is the best way to earn them


listen to your employees well, listening to their concerns and problems for long periods, will make the exchange for you, as executives we need enough time to get to know them, not only through their names but also through their problems and future aspirations.


we should not treat offending employees in a rude, loving, and loving manner, such as asking them some social questions such as: asking about their situation, what did they do over the weekend? and what are they doing on vacation? and then listening to them with interest, what you will find will impress you.


6. pride is a strong motivation


everyone is certainly proud of something. if we find out what makes them proud, we will be able to use this insight to guide their motives.


i asked my friend Robert w. Darvin, founder of several successful companies, including a consulting firm, about his remarks on self-esteem? and he repeatedly replied, there is only one important thing in the business that is the appreciation of your employees. nothing else matters, because what they feel about themselves is what they offer your customers, if the employee comes to work and doesn't like it, or doesn't feel good about it, make sure your customers will turn their backs away from your company because they're not satisfied, and they don't feel good about it.


7. non-staff behavior


to change people's behavior you have to change their feelings and beliefs, and that requires more than training, it requires education, when you train someone you just try to teach them a task, you also have to deal with people at a deeper level in terms of behavior, feelings, and beliefs.


8. turning employee perceptions into executive reality


it is a very important point when we ask staff to carry out certain tasks, they do not respond at our request. they respond to what they understand from us when they notice our behavior and are aware of it, and I will try to emulate that in this example, to assume that you sent an employee to a workshop, or a seminar full of ideas, information, and new habits, but you did not modify his behavior before those stimulating things, so his behavior will remain as rigid as it is and will not change. the staff member is well aware of this. you must want the employee to implement all the new ideas, but his perception is the reality you'll get.


9. expect and support


we have to look for ways to reward employees for doing the things we wanted them to do. forms of rewards vary and can be financial incentives, prizes, or just praise for customers' recognition of good work. that's why I always support your employees positively. if staff members learn that there is a certain type of behavior that leads to a lower profit margin, such as working hours less than the appropriate working hours, it will positively affect them and lead them to adjust their behavioral patterns.

10. make excuses for others

we usually make excuses for ourselves for our behavior, but we do not seek them for others, and we also think if an employee is late for work, we usually return the reason that they are irresponsible and have no interest in their jobs. on the contrary, if the roles change and we are late for work, the false excuse we seek for ourselves is that we were preparing the necessary supplies that we had to prepare because they were in the interests of work.

when employees engage in unwanted behavior, then we should not try to evaluate or change their motives. we just have to deal with behavior. because we simply cannot rein in the motives of our employees, but through positive or negative promotion of these motives we can influence their actions.