Motivating Beyond Money , livre ebook
19
pages
English
Ebooks
2012
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19
pages
English
Ebooks
2012
Vous pourrez modifier la taille du texte de cet ouvrage
Obtenez un accès à la bibliothèque pour le consulter en ligne En savoir plus
Publié par
Date de parution
30 janvier 2012
Nombre de lectures
0
EAN13
9781781660171
Langue
English
Title Page
MOTIVATING BEYOND MONEY
How to motivate your good performers without just throwing money at them
By
Rus Slater
Publisher Information
Motivating Beyond Money published in 2012 by
Andrews UK Limited
www.andrewsuk.com
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resold, hired out or otherwise circulated without the publisher’s prior written consent in any form of binding or cover other than that in which it is published, and without a similar condition being imposed on the subsequent purchaser.
The characters and situations in this book are entirely imaginary and bear no relation to any real person or actual happening.
Copyright © Rus Slater
The right of Rus Slater to be identified as author of this book has been asserted in accordance with section 77 and 78 of the Copyrights Designs and Patents Act 1988.
About the Author
Rus Slater is a UK management coach, trainer and consultant and a business author with a 20 plus year career and four internationally published books under his belt. Rus has worked with clients in the private and public sector and also has experience with charities. He has both line managed staff and has advised managers, in good times and bad, through massive change and during business-as-usual. He has met many people over the years who are good performers; they are either meeting or exceeding expectations, but they are just not motivated by the way they are managed. This guide is a distillation of much that he has learned.
Management Takes Time and Effort
Traditionally we spend a lot of management effort focusing on pulling the low performers up by their bootstraps whilst we let the good performers get on with it. This is a completely understandable but counterproductive strategy; It tends to make people fear management interventions as the connotation is that “if the boss is around something is going wrong” It tends to mark out the underperformers as ‘different’ (which they are but in addition to the point above this is not helpful) It results in good performers feeling unloved and unappreciated because they may go for long periods without management contact It can result in good performers missing out on things on the grounds that they don’t have that contact and… …it can result in management missing out on good performers improvement suggestions because they just don’t have the contact
Good performers are then often reluctant to raise problems, issues or unhappinesses because they don’t want to join the ‘special’ group.
It makes management a miserable job because you are concentrating most of your time on the problems and the underachievers which is a will sapping activity when you are doing it day-in-day-out.
