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Tired of one-day employee motivation programs that produce motivation for one day? Tried positive thinking motivational programs,
incentives, rewards, and warnings and achieved only temporary results?
Interested in the strategies, best practices, and "Get motivated seminars!" to optimize employee motivation and engagement?
Recent research by Gallup and Harris Interactive Polling revealed that:
- Only 10% of managers are focused on what matters most to their organization. 90% of managers are either disengaged or distracted from key priorities
- Only 29% of all employees are actively engaged in their jobs, while 54% are not engaged, and 17% are actively disengaged
- Information workers generally devote only about 40% of their time to organizational priorities or tasks directly related to the organization's mission-critical objectives
- The productivity cost of actively disengaged workers is approximately $300 billion
Let's look at why.
1. External Motivation
There are two kinds of external motivation:
1. Fear -- You had better get this right, or you will lose money, job, respect, relationship, status, etc.
2. Incentives -- If you do this right, you will gain money, recognition, status, promotion, lifestyle, etc.
The impact of external motivation is temporary. When the threat or incentive is removed, motivation is lost.
2. Internal Motivation
 Most employees have been exposed to the idea "If it is to be, it's up to me." And they have all been advised to set goals. Many employees set worthwhile goals, BUT their suboptimal thinking
prevents them from taking the best actions to achieve the best outcomes. They compromise their own best interests, because they haven't been educated in the art and science of consistent Optimal Thinking.
Imagine that you have mastered consistent Optimal Thinking. You do your best, regardless of the circumstances. That's how you function each and every moment of the day. You don't need a pat on the back from your boss or a bonus at the end of the year to do your best. You know how to ask the best questions and invite the best solutions. You also know how to consistently choose the best options, maintain your focus on what is most important, and make the most of the hands you are dealt.
By employing Optimal Thinking consistently, you make the most of your talents, resources, relationships, work and life. External incentives, recognition, and rewards are secondary, because you are optimally self-motivated. You truly know how to position yourself to be the right person in the right place at the right time, doing the most important activity in the best way!
Retain the Best and Optimize the Rest
Apart from providing motivational goals and compensation, and a conducive work environment, how can a leader best impact employee motivation?
Optimal Thinking leaders hire Optimal Thinkers, and educate suboptimal thinking employees in the art of consistent Optimal Thinking.
When employees understand their dominant thinking style, basic motivation, stressors, and are trained in the art of consistent Optimal Thinking, they make the most of their talents, resources, challenges and opportunities.
Optimal Thinking leaders acknowledge and understand each employee's dominant thinking style and motivation, respond to the unique needs of the employee, and employ Optimal Thinking to bring out the best from them.
As an Optimal Thinking leader, you assess and best resolve demotivating company rules, policies and behaviors
(eg. unproductive meetings, destructive criticism, unclear
expectations about employee performance). By minimizing demotivators and optimizing no-cost employee
motivation strategies (eg. maximizing job ownership, setting supremely motivational realistic challenges and goals, providing fair
treatment and appropriate recognition, measuring performance progress, optimizing collaboration and
teamwork) and educating your employees in the consistent art of Optimal Thinking, you will provide the most conducive environment to optimize employee motivation and productivity. Ready to create your Optimal Thinking team NOW?
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