What are the effects of a decline in motivation? Loss of motivation will lead an employee to a form of multiple, lack of confidence, loss of landmarks that themselves generate a lack of initiative and creativity, indecision, inaction.
Normally, these phenomena only achieve a single individual. But in times of crisis, the danger is that it is the whole team that is achieving these dangerous symptoms for the survival of the company.
Normally, these phenomena only achieve a single individual. But in times of crisis, the danger is that it is the whole team that is achieving these dangerous symptoms for the survival of the company.
The mechanisms of motivation. From Frederick Taylor, which showed that only a vertical organization of work, hierarchical and authoritarian, could lead to productivity gains, and thus higher wages, to Abraham Maslow, the famous pyramid shows, conversely, that self-fulfillment is the ultimate motivation, theories about the best management models abound.
France is moving from an industrial model to a busniess model more and more service-oriented. Therefore, to be successful, companies must now be concerned with the development of their employees.
Satisfaction leads to commitment. Especially since all the studies show, a busniess leader who sets goals, delegating, which promotes self-control, that encourages, gives confidence, which gives strong signs of recognition to employees will get much better results from its teams a manager who just does not know manager ...
Know assist employees who are most in need. There are four categories of employees:
- The "old guard" in other words the faithful of the faithful, whose fate is linked to that of their manager, and which must be given strategic tasks and in the long term. - The "mavericks" or hotheads who want responsibility, motivating salary ... They are ready to commit. It is their need to challenge and challenges. - The "main body" or followers. This is the majority of employees. They perform daily tasks very well, with good quality.
- The "called, mercenaries" who tend to express their discontent, which can quickly become deserters ... Throughout his career, an employee may change its category.
But evolution is not the same in times of growth and in times of crisis. In times of growth, "custody" will strengthen. In times of crisis, the trend is that more employees become demotivated and protesters.
Herrings. Among the most frequently observed behavior in a crisis among managers include:
- The postponement of his own stress on staff;
- Strengthening the monitoring and reporting, with immediate negative effects, the employee engaging least since does not trust him.
- Hyper-activity, with the same negative effects on employees: "The boss is everywhere, why, I budge me? ".
- Increases, financial bonuses. Now, on the one hand in times of crisis there is less money, the other effects are not sustainable.
- Team-building seminars, which can actually be interesting if they are well made, but are clearly not a priority.
Possible leads. Logically, the role of a manager with a staff changes over time: first he leads the beginner as it is then it leads to give him confidence and shoulder to encourage the taking initiative to finally delegate (leadership styles Categories by Hersey and Blanchard).
The manager will have to optimize their time and focus more on employees who need to be trained and supported.
Other tracks: optimize enterprise resources, see large projects, adopt more modest goals quick win, communicate the results show that things are moving, restore confidence, encourage teams to the versatility, mutual assistance. And enjoy the free time (bright side ...) with the drop in busniess to improve processes, job descriptions, for example, marketing materials, etc.
Crisis or no crisis. And you are in a stable period during growth or in crisis, consider working on the relationship between the different personality types within your team. Several methods exist to make it clear to each individual how it works, and how to work effectively with colleagues, just do not work like this:
- Give feedback to your employee.
- Communicate on the strategic plan of the company.
France is moving from an industrial model to a busniess model more and more service-oriented. Therefore, to be successful, companies must now be concerned with the development of their employees.
Satisfaction leads to commitment. Especially since all the studies show, a busniess leader who sets goals, delegating, which promotes self-control, that encourages, gives confidence, which gives strong signs of recognition to employees will get much better results from its teams a manager who just does not know manager ...
Know assist employees who are most in need. There are four categories of employees:
- The "old guard" in other words the faithful of the faithful, whose fate is linked to that of their manager, and which must be given strategic tasks and in the long term. - The "mavericks" or hotheads who want responsibility, motivating salary ... They are ready to commit. It is their need to challenge and challenges. - The "main body" or followers. This is the majority of employees. They perform daily tasks very well, with good quality.
- The "called, mercenaries" who tend to express their discontent, which can quickly become deserters ... Throughout his career, an employee may change its category.
But evolution is not the same in times of growth and in times of crisis. In times of growth, "custody" will strengthen. In times of crisis, the trend is that more employees become demotivated and protesters.
Herrings. Among the most frequently observed behavior in a crisis among managers include:
- The postponement of his own stress on staff;
- Strengthening the monitoring and reporting, with immediate negative effects, the employee engaging least since does not trust him.
- Hyper-activity, with the same negative effects on employees: "The boss is everywhere, why, I budge me? ".
- Increases, financial bonuses. Now, on the one hand in times of crisis there is less money, the other effects are not sustainable.
- Team-building seminars, which can actually be interesting if they are well made, but are clearly not a priority.
Possible leads. Logically, the role of a manager with a staff changes over time: first he leads the beginner as it is then it leads to give him confidence and shoulder to encourage the taking initiative to finally delegate (leadership styles Categories by Hersey and Blanchard).
The manager will have to optimize their time and focus more on employees who need to be trained and supported.
Other tracks: optimize enterprise resources, see large projects, adopt more modest goals quick win, communicate the results show that things are moving, restore confidence, encourage teams to the versatility, mutual assistance. And enjoy the free time (bright side ...) with the drop in busniess to improve processes, job descriptions, for example, marketing materials, etc.
Crisis or no crisis. And you are in a stable period during growth or in crisis, consider working on the relationship between the different personality types within your team. Several methods exist to make it clear to each individual how it works, and how to work effectively with colleagues, just do not work like this:
- Give feedback to your employee.
- Communicate on the strategic plan of the company.
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