some of our clients:
  • Johnson and Johnson
  • YPO
  • Bristol-Myers Squibb
  • US Army
  • Air New Zealand
  • WB
  • Red Bull
  • Frito Lay
  • Mercedes-Benz
  • Delta Airlines
  • bp

Employee Motivation Programs to Optimize Results

Tired of one-day employee motivation programs that produce motivation for a day? Tried positive thinking motivational programs, incentives, rewards, and warnings and achieved temporary results? Interested in the employee motivation strategies, best practices, and “get motivated seminars” that consistently optimize employee motivation and engagement?

Employee Motivation Strategies

1. External Motivation

  • Fear — You had better get this right, or you will lose money, job, respect, relationship, status, etc.
  • Incentives — If you do this right, you will gain money, recognition, status, promotion, better lifestyle, etc.

The impact of external motivation is temporary. When the threat or incentive is removed, motivation is lost.

2. Internal Motivation

Levels of thinkingMost employees understand that “If it is to be, it’s up to me.” Many set worthwhile goals, BUT their suboptimal thinking prevents them from being their best. They fail to take the best actions to achieve the best outcomes. They compromise their best interests and their organization, because they don’t deploy consistent Optimal Thinking.

You can create an inclusive “Best Place to Work” environment where loyal employees bring the best version of themselves to work. Optimal Thinking employees don’t rely on a pat on the back from management or a bonus at the end of the year to do their best. They focus on what is most important and ask the best questions to invite the best solutions. They make the most of the hands they are dealt. External incentives, recognition, and rewards are secondary for these self-motivated optimizers. All aspects of workplace trust proliferate in an Optimal Thinking collaborative culture, including:

  • credibility
  • transparency
  • respect
  • fairness
  • pride
  • camaraderie
  • optimization

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Employee Engagement Statistics

Recent research by Gallup and Harris Interactive Polling revealed:

  • Only 29% of employees are actively engaged in their jobs, while 54% are not engaged, and 17% are actively disengaged.
  • Only 10% of managers focus on what matters most to their organization. 90% of managers are either disengaged or distracted from key priorities.
  • An engaged organization can lead to up to 18% increased revenue per employee. Only four in 10 U.S. employees say they have the opportunity to do what they do best every day. Advance this to eight in 10, and a company could experience an 8% increase in customer engagement, a 14% increase in profitability, and a 46% decrease in safety incidents.

Queen’s University School of Business conducted over 111,000 employee surveys on employee engagement over 10 years. They concluded that companies with the highest employee engagement achieve 15% higher employee productivity and up to 30% greater customer satisfaction.

The 4 Best Practices for Employee Motivation

1. Create Your Own Optimal Thinking Workplace.

Optimal Thinking leaders hire Optimal Thinkers with the skills to match job functions. They also educate employees in the art of consistent optimization. These leaders deploy “Get motivated” seminars and webinars, executive coaching and mentoring to optimize employee motivation, engagement, and performance. They don’t settle for second best.

In the Optimal Thinking “Best Place to Work” inclusive organization, leaders acknowledge and understand their employees thinking styles and motivation. They respond to their unique needs and bring out the best from them.

Employees understand their dominant thinking, decision making, core motivation, and are trained in the art of consistent optimization. They make the most of their talents, resources, challenges, opportunities, communications, and relationships. They experience a unique camaraderie that is only achieved when respectful individuals help each other to be their best.

Before optimization After optimization

2. Provide the Most Conducive Facilities and Compensation.

The organization provides facilities and compensation that enable employees to be their best.  Employees who are encouraged to be their best in the workplace experience fewer work-related accidents. They return to work promptly after sustaining injuries.

3. Optimize No Cost / Low Cost Employee Motivation Strategies.

Optimal Thinking leaders set motivating goals to maximize enthusiastic participation and job ownership. They provide:

  • fair treatment
  • appropriate recognition
  • an optimal collaborative teamwork environment
  • performance rewards, and more.

4. Minimize De-motivators.

Optimal Thinking leaders assess and best resolve demotivating company policies and behaviors including:

  • unnecessary power plays
  • destructive criticism
  • unproductive meetings
  • inefficient processes
  • unclear expectations about employee performance

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