Respect can be shown by simple but powerful actions. These tips will give you ideas on how you might show respect at work while helping you avoid needless disrespect.
Encourage your coworkers to express their ideas and listen to what they have to say before you say what you think. Do not cut off someone while he or she is still speaking.
Use your coworkers’ ideas to improve work. Let them know if their idea has been used, or encourage that person to implement the idea.
Treat your coworkers equally, no matter what their gender, religion, race, age, or size is. Treating people differently based on these can constitute as harassment.
Make sure your coworkers are involved in all meetings, discussions, and events. Although not everyone can take a lead role in these activities, make sure nobody is excluded either. Provide equal opportunities for all to be a part of committees or teams.
May 15th, 2008 in
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Small tokens of appreciation makes your coworkers feel valued and motivates them to do well at work. Here are a few ways you can show appreciation to employees and colleagues.
Simply say “thank you” and show your appreciation for his or her hard work or contributions. Say “please” and other social niceties often. Everyone always appreciates a gracious and polite work environment.
Identify certain actions that you thought was admirable and point it out to your coworker.
Make small talk and ask your colleagues about their families, hobbies, or interests.
Bring treats that you can share with your coworkers like bagels or donuts.
Provide opportunity for growth. People want their skills to improve through training and they’d like to be in special groups where their talents will be noticed. Give them chances to attend association meetings or to represent your group at civic events.
May 10th, 2008 in
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Make sure your feedback gets the impact it deserves by the way in which you deliver it. When properly given, feedback makes a whole lot of difference. The purpose of feedback is a sincere intention to help improve the quality of a person’s work. If delivered wrongly, the individual will know that they are receiving it for other reasons.
Remember that feedback has to be specific, not general. Instead of saying “good report”, say “the report you gave yesterday was concise, well-written, and made your points about the case very clear.”
Effective feedback also describes specific behavior, not a person or the intentions, and what changes can be made to the behavior or action. Focus on the how and the what, not the why. Asking about a person’s intentions will make him or her more defensive.
Time the feedback well and tie it closely to the event as possible.
May 5th, 2008 in
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Feedback is informing another person about the effect their behavior is having on a fellow coworker, the team, the patient, or the organization. Giving constructive feedback lets an individual know about areas where he or she can improve his or her performance. It is not the same as criticism; constructive feedback is descriptive and helps the person understand his position in relation to expected job behavior. Feedback also recognizes good performance, which is always a powerful motivator. People want to be recognized for the good that they have done, and this recognition encourages more of their appreciated actions.
May 1st, 2008 in
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By: MJ
Furthermore, the leader must have a set of abilities that goes beyond his or her desires. This means that he must have genuine concern for the workers and not prioritizing what’s in it for him/her.
To express his concern, he must be sincere in his actions in motivating the workers. He must be communicative. This interaction with the workers is crucial because this skill requires you to be persuasive, able to confront others, and highly effective in team-building tasks.
By: MJ
First of all, it is most important that the leader had experience or had proper education about the work he/ she is handling. This is called entrepreneurial skills. Without this, how can the leader share or mentor to others what he/she knows?
Secondly, the leader must know his goals and objectives in work and he must be oriented to it. He should know where to go first so that he could lead others to the path he chooses to let them see.
Thirdly, he must have a vision for the group. This is ambition and something that enables the team to achieve more than they think they can.
By: MJ
The leader serves as the mentor, mediator, promoter, counselor, problem-solver, and the likes. On the other hand, the leader can also be the discourager, the abuser, the exploiter, the problem-maker, and the likes. He or she makes the most influence on whether the workers may work effectively or not.
That is why it is most important to know the qualities of a good leader. There must be a balance of data skills and people skills in a leader. Meaning, there should be a balanced know-how on the leader’s part to be knowledgeable about the tasks and the workers under him.
April 11th, 2008 in
Motivation Steps | tags:
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good leader,
leader,
mediator,
mentor,
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problem-solver,
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By: MJ
1. Praise Motivation. Too much and too little may be ineffective. Give enough. Take special notice of those who are unnoticed and those who are working really hard. It has been said that over-achievers and stress-susceptible workers need more recognition than the others. Try to do so.
2. Feedback. It is important for the over looker to respond. Whether the employee ends up being reprimanded or acclaimed, it is much better to have been responded to rather than ignored.
3. Bonuses. Bonuses cannot be limited to money all the time. You could choose to treat them or give out awards instead. Rewards could be financial or non-financial.
By: MJ
The author shall now enumerate 10 practical steps on how to motivate proactively:
1. Recruitment Motivation. When looking for new blood, the recruiter should give out the job descriptions clearly and highlight the positive portions. Include members or employees to search for new recruits.
2. Advertisement Motivation. When posting ads, one should avoid using discouraging terms for a position. Use euphemism or encouraging terms to become more inviting or pleasing to the eyes of the applicant.
3. Interviewing Motivation. When interviewing recruits, one should use words that emphasize and highlight the capability of the applicant.
4. Orienting Motivation. Orientation programs are like first impressions and are also great motivators for beginners. Make most out of it.
5. Expansion Motivation. Avoid cost-cutting when you can provide trainings or development trainings to the employees.
6. Motivating “Winners.” This technique is rather psychological. One must think of every employee as assets or “winners” instead of the negative. What you see is what you get.
7. Recognizing Motivation. Every worker is unique and different. Therefore, each motivational need is also different. Find them out for yourself.
8. Delegation Motivation. Knowing your worker doesn’t only benefit their motivational needs but also the employer’s knowledge about their strengths and weaknesses. This way, he/she can be effectively delegated to a task where he/she can be most happy or productive.
9. Team Motivation. Group works are effective in bringing out an individual’s confidence and motivation.
10. Holistic Motivation. As mentioned in numbers 7 and 8, knowing your employees may really become effective when giving out individual tasks.
April 4th, 2008 in
Motivation Steps | tags:
motivation,
proactive,
steps |
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By: MJ
To begin with, let us start off by introducing two ways on how to motivate the employees. These are the Proactive and Reactive Technique. The Proactive Technique is any method that requires the involvement of both the employee and the employer. Later on, we shall discuss the 10 steps on how to motivate proactively. On the other hand, the Reactive Technique only requires the employer to initiate an action aiming that the employee would respond to him/her voluntarily.
Just like the two factors previously explained, both proactive and reactive can be used as inseparable factors in motivation. On this case, it would be more effective if the employer would use both techniques interchangeably.
