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Disclosure & Copyright: Images created as part of a free collaboration with Shutterstock. Text originally from: “Employee motivation: The new desire for performance” (2014), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.
By Michael Huebler (More) • Last updated on October 04.09.2023, XNUMX • First published on 17.11.2014/XNUMX/XNUMX • So far 4926 readers, 2406 social media shares Likes & Reviews (5 / 5) • Read & write comments
As unsatisfactory as it may sound: sometimes the last option simply consists of the triangle harm, self-protection and consequences.
On the other side of the coin is the price for the Employees: If you are not able to deal with crises appropriately, you need not expect a promotion.
The negative mood will affect that Team affect what we do in the Projects will probably not make much headway today.
Provided customers– or client contact, the bad mood will also affect them, which can lead to vicious circles: customers or clients are dissatisfied, complain, the mood gets even worse, and so on.
In order to break this vicious circle, you must not stick to indirect damage limitation by an employee no longer getting important customers, but must show the consequences by clarifying in a factual tone what the price is Behavior of the employee costs.
But what's behind that grumpy face? Why was this employee annoyed? What didn't go with his plan? Around Ask to answer it is important to explore what motivated him and which ones needs were not fulfilled.
Run a first open Conversation, in which your Set match your employee's goals. The procedure of a Balanced Scorecard turned out to be very practicable in that the levels Finance, dealing with customers/clients, personal development and internal processes are harmonized with each other. This is linked to key figures that show whether and how goals have been achieved.
If the goals are not achieved, please clarify the reasons. To what extent was the responsibility of the employee and to what extent not? How can you help him reach the common goals next time?
Give yourself an ultimatum of content and time before proceeding to the limitation of the damage so as not to fall into the adaptation trap. The ultimatum helps you to determine the content and time as objectively as possible, based on the key figures from the Balanced Scorecard, whether and when and how the expected performance was achieved.
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Michael Hübler is a qualified pedagogue, coach and consultant. Hübler was born in Geislingen / Steige in 1972. After studying pedagogy and a managerial position in a non-profit organization, in 2006 he arrived where he feels most comfortable: on the open market. The coach, trainer and consultant works and lives with his wife and two children in Fürth / Franconia. In addition to his book publications, he regularly writes blog articles. His main focus is on emotional skills, leadership and communication. More information at www.m-huebler.de All texts by Michael Hübler.
Employee motivation for managers - Part 6: The last option: As unsatisfactory as it sounds ... #Profession #Education
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