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Add You - Motivation Made Simple
Ok, Here's the question. Is being self-employed all that it's cracked up to be? Ask anyone what they think about people who are self employed and I will guarantee you that the first response will be that they are all "rich". Yup, it's true, every self employed person is rich or suppose to be, baloney! Now, ask that
Tell people how they're doing. Giv
A job seeker arrives!The door bell just started singing a new tune. I opened the door. A young boy in a neat dress was standing outside my house in the home garden. He was very quiet, but his face expressed anxiety.He explained that he has come from my village and he is related to me also. I offer
Change your mindset. Forget about "motivating" people. You can't see motivation. Motivation is inside another person's head and heart. You can't touch it. You can't measure it. And, therefore you can't manage it.
Think about managing the things you can see and measure. Start concentrating on behavior and performance. The things people say and do are behavior. The results of their efforts are performance.
Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Give
Well, you’ve read keys to leadership before, probably enough to fill a sizeable key ring! But let’s face it, leadership is about people – who else would you lead? So if it is about people, there ought to be a way to systematically become more effective. And I’m not just talking about folks at work, but also about l
Think about managing the things you can see and measure. Start concentrating on behavior and performance. The things people say and do are behavior. The results of their efforts are performance.
Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Giv
Modern age businesses have been blessed with the latest offerings of the IT world. IT resources bestowed with the innovative gadgets and services serve as an enthralling package for the businesses, which if deployed in the right combination can impart the much sought benefits of lower cost, faster turn around time, be
Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Giv
If you are in a job search and aren’t receiving viable hits, it’s time to walk a mile in an employer’s shoes. Okay, I realize what you may be thinking. For just one day, you would like an employer to walk in your shoes so they can be sympathetic to the stresses you are going through on a daily basis. That makes sense,
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Giv
Due to more demanding schedules at work and home, an increasing number of Americans are ordering carry-out from casual restaurants instead of eating inside. Restaurateurs who execute carry-out properly will stand out from the competition.Americans are in a hurry. From balancing deadlines in the office with rais
Tell people how they're doing. Give frequent and usable feedback. If you're the boss, your job is to help your people succeed and take away any excuses for failing.
Make sure that behavior and performance have consequences. Consequences are the result of behavior and performance. If you touch a hot stove, the pain you feel is a consequence of your behavior. If you make a great sports play or cook a great meal, the joy you feel is a consequence of your performance.
Good things should happen when behavior and performance are good. We call those good things positive consequences.
Positive consequences include praise, a better assignment, time off and cash. Positive consequences are things people want. They get people to continue what they're doing or try something new. Reward good behavior and performance. Catch people doing things right.
Bad things should happen when
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