The first question to be answered when developing a commercial director system is what to reward him for? Obviously, for the sales volume. Questions and difficulties arise when they begin to clarify how these volumes should be measured. Typically, bonuses are paid for fulfilling the plan according to the following indicators:

• accounts receivable;

• market share;

  personal effectiveness in performing personal tasks;

  profitability of sales;

  customer satisfaction index;

  the number of violations of internal standards by the sales department;

  average time to complete an order or serve a customer.

Some indicators are used more often, others less often, it depends on the specifics of sales and business priorities. But no matter what indicators you choose as key ones, it is important to remember two points. Firstly, there should not be too many indicators – three are enough. Secondly, do not try to think through the entire system, planning weights for indicators and pre-calculating bonus amounts for different results. Limit yourself to estimating the employee’s average income when implementing the plan and compare these amounts with the market ones. Having done this at the first stage, you can and should answer several other fundamental questions.

1. How often should you calculate the indicators that affect the bonus - once a month, a quarter or a year?

2. Should the bonus be paid out immediately and in full?

3. Should I limit the minimum and maximum bonus size?

4. Should income be tied directly to revenue?

The answers to these questions will make the commercial director’s motivation system as effective as possible, and in this article I will talk about exactly this.

Indicator 1. Compliance with the maximum amount of accounts receivable (according to the plan - no more than 30% of revenue for the period).

Indicator 2. Average order fulfillment time (according to plan - no more than 1.2 days).

Indicator 3. Customer satisfaction index (according to plan - no less than 87%).

The indicators that are not often used in practice are revenue. The introduction of a fourth indicator (and the main one) will complicate the system and reduce the importance of the others. Therefore, we will resort to a simple technique: we will calculate the bonus fund (PF) for the position as a percentage of revenue:

PF = revenue ・~ x%.

The percentage in each case is set individually. For example, we will use 1% and a revenue volume of 500 thousand US dollars. The bonus fund for the period will be 5 thousand US dollars.

_____________________________

Each indicator has its own weight in the bonus. Simply put, if the plan is not met on the first indicator (the most important), then the final premium will suffer more than if the plan is not met on the second or third parameter. The weights are distributed like this.

Indicator 1: 50% (that is, this indicator determines half of the final payment; if the plan for it is fully implemented, then the commercial director has $2,500 in his pocket).

Indicator 2: 20% (upon achievement of planned values, the employee receives $1000).

Indicator 3: 30% (if the plan is fulfilled, the employee can count on $1,500).

What happens if the planned indicator values ​​are not achieved or, conversely, the plan is exceeded? To answer this question, you need to add bonus conditions to each indicator.

Indicator 1. If the plan is completed less than 80%, the bonus is not paid; if by more than 125%, the value is fixed at 125% and does not grow further; if the plan is fulfilled in the range from 80 to 125%, then the size of the bonus is calculated in direct proportion. Thus, bonus for indicator 1 = 2500 US dollars ・~ percentage of plan fulfillment for indicator 1.

Indicator 2. Lower threshold – 95%, upper – 110%; in the range from 95 to 110% - the bonus is directly dependent on the implementation of the plan. In the case of indicator 2, unlike indicator 1, we not only change the boundaries of the norm - this indicator has the opposite logic: more means worse. Consequently, when assessing the implementation of a plan, planned and actual values ​​must be swapped ("turning over" the fraction): instead of "plan / fact" - "fact / plan".

Indicator 3. A result of less than 87% is not rewarded, above 93% is paid with a coefficient of 1.5; in the range from 87 to 93% - direct dependence. In relation to this indicator, we set not only the normal zone (from 87 to 93%), but also the zone of “super result” (from 93 to 100%), entering which is one and a half times more profitable for the performer. Now let's calculate the value of each indicator in a specific month.

Indicator 1. Let the receivables this month be fixed at 29% (the plan is no more than 30%). This means that the plan for the indicator was fulfilled by 103%. In money: $2500 ・~ 103% = $2575.

Indicator 2. Let the average order fulfillment time this month be 1.3 days (the plan is 1.2 days). This means that the plan is 92% complete. Since this value is worse than the established threshold, the part of the premium that is determined by indicator 2 is reset to zero.

Indicator 3. Let the customer satisfaction index this month reach the level of 99% (plan – 87%). This means that the plan for the indicator was fulfilled by 114%. In money: 1500 US dollars ・~ 114% = 1710 US dollars. Moreover, in relation to this indicator, the following condition applies: if the plan is fulfilled by more than 93%, then a coefficient of 1.5 is used. Total amount: USD 1710 ・~1.5 = USD 2565. We add up the bonus amounts calculated for three indicators: $2575 (for indicator 1) + $0 (for indicator 2) + $2565 (for indicator 3) = $5140.

As you can see, this month the employee will receive a bonus higher than the established one. It would have increased even more if the planned value of indicator 2 had been achieved. What to do in such a situation so as not to inflate payments and maintain the planned volumes of payroll? I recommend reserving these payments for the following periods. It rarely happens that a company with a properly functioning planning system exceeds plans period after period. The reserves that appear as a result of fixing the upper limit of a lump sum payment not only make it possible to secure the company’s payment plan, but also insure the employee himself in case of failure to fulfill the plans. In addition, a deferred payment can also act as an additional factor in employee retention.

1. How often do you calculate the indicators that affect the bonus?

It is worth calculating top-level indicators (there should be no more than three) with the same frequency as the company collects information about them. If you have an annual period, then the bonus for fulfilling the profit plan should be paid once a year. If you draw up budgets once every six months, then the period for which the bonus is paid should be the same. If the sales cycle and accounting system allow you to record revenue once a month (quarter), monitor the indicator and calculate the bonus with the same frequency. Indicators that are subject to changes (for example, revenue in companies selling seasonal goods) are better assessed over long time periods. For example, the change in market share, at best, can be approximately estimated once a quarter, and more accurately, only at the end of the year.

2. Should bonuses be paid out immediately and in full?

It is worth paying monthly bonuses for indicators that you take into account on an accrual basis (such as accounts receivable) or that are short-term in nature (for example, discipline indicators). With monthly bonuses everything is simple. They are paid in the accrual month or the following month. The employee feels the dependence of earnings on the result of work, and for the financial service this procedure will not create problems with financial planning and budgeting. If the bonus is calculated less frequently, then the salary may fluctuate greatly from month to month, which is not very good. Firstly, the load on the payroll changes. Secondly, large payments often turn out to be “weekends”. The commercial director completes the period, takes what is due and leaves the company with a full wallet. Therefore, it is better to stretch large payments over several periods or defer them for one or two quarters. For the financial service, this approach creates inconvenience in accounting, but, on the other hand, deferred payments are a free loan provided by the employee.

3. Should the size of the bonus be limited?

The bonus is usually determined by a percentage of sales volume or the completion of a plan. In my opinion, the dependence of the bonus on the percentage should not be direct. You need to set a lower and an upper limit. The lower one is needed in order not to pay incentives when the result is unsatisfactory (sales are lower than expected). The cap will prevent the company from overpaying if sales exceed expectations (see rice. 1).

Rice. 1. Upper and lower limits of the bonus

Although there is an exception here too. If the company is faced with the task of capturing a new market, then at first you can not set upper limits for earnings, accepting the fact that in a favorable situation your commercial director will begin to turn into an “oligarch” faster than you yourself. But maintaining direct dependence is dangerous: after the end of the period of rapid sales growth, either your commercial director will lose part of his income (if you reasonably revise the conditions of his motivation), or payments to him will eat up too much of the payroll, which is no longer adequate to his contribution. In both cases, the chances are very high to part with such a top manager and start looking for a new one.

4. How to link income to revenue?

Limiting the size of the bonus from below and from above is half the battle, because there are many options between the minimum and maximum values. And making the size of the bonus directly dependent on profit (if the plan is fulfilled, then the bonus is equal to a percentage of revenue) is not entirely correct. There is, for example, such a danger. At a certain stage, the commercial director will be satisfied with the level of income, and the incentive to achieve better results will disappear, although the company's goal has not yet been achieved. Therefore, the dependence of the bonus size on profit should not be linear. I recommend that you adhere to at least a few rules (see. Fig 2):

Rice. 2. Income of the commercial director depending on the implementation of the plan

the lower limit of plan implementation, which involves payments, is 60%;

Rice. 3. How to link income to revenue

But if plans in your company are constantly disrupted or underfulfilled, you should change the dependence so that the bonus increases significantly only when it reaches and exceeds 100%. A similar dependence in the figure is demonstrated by black curves.

Conclusion

Also remember non-monetary motivation. I won’t list what the social package consists of, what options there are, or why awards for outstanding results are important. All these are essential components of the commercial director’s motivation system, and they cannot be neglected. But another important aspect – the internal motivation of your employee – is often forgotten. A commercial director who effectively increases sales volumes only if he is constantly spurred on by a system of material incentives cannot be good.

It’s difficult to talk about the motivation system in one article, but I’ll try...

Motivation system: how to reduce the scary word motivation to 4 simple facts?

Motivation system is a system of beliefs that helps a person achieve his goal through obstacles, through overcoming himself, developing skills, through the emotions and doubts of people around him.

Motive (lat. moveo - I move) is a material or ideal object, the achievement of which is the meaning of activity.
If in Russian, then Motivation is the reason why I do something.

Business case: The manager in the team has an unhealthy situation: the commercial and financial directors have blocked information entering the company, and are forcing the manager to comply with the communication format they have established.
Some kind of information embargo.

The dismissal of managers will lead to the loss of a significant part of previous developments, starting with clients and ending with the intricacies of internal relationships.

Therefore, we decided to understand what motive drives the commercial and financial director, and then find out how this motivation can be used to change the communication model.

At the same time, it turned out that the business owner was not puzzled by the issue of motivating his managers. By a motivation system, the owner meant bonuses, money, status, but it turned out that the directors were motivated by the scale of the business and the desire to bring the company to the level of federal business.

The motivation for the manager was so unexpected that for some time he could not believe that he himself was preventing his employees from working. However, facts proved that after blocking his intervention, the company's affairs went significantly better.

The situation from the original premise: employees want to kick me out of the company, has turned into a motivation for managers - to develop the company regardless of any circumstances, even the most risky ones.

What risks did top managers take?
Yes to everyone.

They could have been fired, they could have been targeted by comrades with an extremely narrow frontal bone and a complete lack of the concept of motivation.
However, despite all the problems, the tops continued to reach their goal.

I can imagine most business owners reading these lines thinking:
- Unreal example! There are no such tops.

Happens.
And this is not the first time I have come across a situation where the owner or general director, not understanding the motivation of his employees, requires them to perform tasks that are incompatible with their psychological structure.

In order to somehow try to make it easier to understand people’s inner motives, I decided to write this material.

So, the fundamental points of the Personality motivation system

1. People are all different and see the world from the angle of their stereotypes.
This means that the motivation for action will be very different for all people.

2. Motivation of managers is result-oriented, while employee motivation is process-oriented.
This is where most of the problems arise.

3. Motivation of managers has a personal, strategic motive + company goals. Employees, as a rule, only have company goals that they are “forced” to fulfill. It is difficult to find an employee with a plan for his activities for 5-10-25 years.

4. The motivation system is built on the values ​​of managers and relies on the reliability of employees. If senior managers and business owners have a motivation system that can be summed up in two words - “we work hard”, then what can we expect from employees?

5. According to research, an employee can be motivated by 20% of a manager’s motivation! In other words, if you, as a manager, do not care about the company's prospects, then multiply management's indifference by 5, and you will get the motivation of your employees.

Motivation of employees and motivation of managers

A common mistake made by managers (often HR managers) is to think that external motivation based on money, a comfortable chair, prestigious parties can replace a person’s internal motive.

Up to a certain level, a person can move on external factors, but as soon as he moves to the level of sufficient material wealth, the person will return to internal motivation.

Not long ago I advised a top manager of a leading Russian company who was in a state: he has everything, but there is no satisfaction!
The material motivation of a top-level manager has long become a given, but the non-material motivation system is absent as a fact. Many top managers are truly tired of the daily meaninglessness.

Any experienced manager knows that a salary increase lasts for 3 months, then dissatisfaction resumes.

The motivation system is as follows(of course, everything is individual):

1. Determine a person’s potential— it is the motivation to complete a specific task under ideal conditions.
A person’s potential is determined by the volume and quality of tasks performed.
Employee performance can be segmented into three actions:

Self-motivated employees - do more than asked - high potential.
Motivated employees - do as much as asked - average potential.
Unmotivated employees - do less than asked - low potential.

The higher a person’s potential, the easier it is to build a motivation system and the better the result.
The lower the employee’s potential, the more energy the manager must invest and the more time he will spend on operational management.

Employee motivation is based on:
- a clear understanding of current tasks;
- control by the manager;
- fair wages.
Fair remuneration for an employee means that the terms of reference correspond to the results obtained.

Managers' motivation consists of:
- setting ambitious goals;
- material and resource base;
- bonus systems.

The main task of a manager is to make management decisions that lead the company to achieve its goals.
The accuracy of management decisions depends on the manager’s ability to understand people and the ability to motivate them to complete assigned tasks.

2. Interview procedure.
During a normal ordinary conversation, a person is inclined to tell much more about himself than tests, no matter how wise they may be, can reveal.

I have hundreds of cases where, by communicating with a company employee for 2-3 minutes, I learn several times more about him than his immediate supervisor in 3-5 years of working together.

Instead of tests and questions about sewer manholes, ask the employee:

Tell us everything you see fit about yourself.
In the first sentences, a person will convey his values ​​and his motivation for action.
If you listen carefully to the first phrases and remember the accents that a person puts, you will determine the employee’s motivation faster and more accurately than any test.

First interviews can be overwhelming for a manager trying to hear the employee's values. However, already the tenth or twentieth time, the manager will be able to accurately determine the employee’s motivation based on his story about himself. It's simple, but requires practice.

3. Give an employee a task and see how he completes it.
There is a category of employees called “downed pilot”. These are people who have enormous experience and skills, but have lost the motivation to act. They know everything and can do it, but they won’t do it, without knowing why.

After completing the task, ask what was stopping you and what could be improved. The employee's responses will reveal the employee's view of his job, his modus operandi, and the resources needed. This is useful information!

During a conversation, watch the person's emotions. Moments of impatience or irritation will show inner motivation. By frequently asking questions about an emotional topic, you will unmistakably feel whether you can be on the same wavelength with this person.

The video shows what happens when motivation to achieve a goal is triggered...

How does the motivation system affect the company's income?

Motivation system— This is a set of measures that allows an employee to realize himself within the framework of an existing business.

For example, the motivation of the head of the sales department includes the interest of the managers of his department, but this is not enough.
Most leaders are strong and ambitious people, they need appropriate goals.

The motivation of the head of the sales department to take the position of commercial director or branch director can be tens of times higher than material motivation. For some, the motive will be studying in Hong Kong at the expense of the company... prestigious hours at the end of the year... attending a private party and so on.

Motivation turns into a system when there is a series of consistent, well-thought-out steps by which the leader achieves his goal.
And the more logical and interesting the steps, the better and simpler the motivation system works.

The motivation system has 3 clear criteria:

1. The motivation system is logical and easy to understand.
Motivation should be intuitive and reasonable, and the working conditions should be obvious and clear.

For example, it is very difficult to argue against:
- I can't pay you more than the trade turnover you created, right?
If a person answers this question:
- Wrong!
This means that the employee does not agree with the motivation system and we need to find out why he thinks so. He's probably not alone.

2. The motivation system is beneficial to all participants in the process.
You are motivated to develop your business, and your employees are motivated to solve their problems at the expense of the company.

If the motivation system takes into account only the interests of the manager, then it is very difficult to obtain a response from employees.
How to motivate an employee if he has no interests in your company?

3. The motivation system was created on the basis of strategic planning.
Often the manager’s motivation is to “plug the holes” here and now.
Increase an employee’s salary so that he does not leave or replace someone during vacation or illness.

The motivation system should be based on the organization's long-term plans, which increase employee loyalty over time.

Creating such a motivation system is not easy, but the result will exceed your wildest expectations.
My consulting experience proves that the implementation of a long-term development strategy increases the organization’s results significantly.
The opposite is also true: it is impossible to achieve sustainable results with short-term injections into the employee’s brain.

It is important for the company owner to combine the motivation of managers and the motivation of employees in a single value and material field.
The better he copes with this task, the easier it is to manage the organization.

I wrote about how the Ringelmann effect affects the management system and motivation system in this article >

Now about the types of motivation systems

Employee motivation system Knut-Pryanik

Carrot and Stick is the simplest and most often effective employee motivation system.
The Knut-Pryanik motivation system is boring in itself, it squeezes creative employees out of the team, but it allows you to keep the organization’s activities under control.

Judge for yourself which creative and ambitious employee will endure the daily routine without any hint of intelligence or greater purpose. With this system of motivation, punishments and rewards turn into routine and people stop working.

And after a year, such a motivation system will put the most loyal employees to sleep, and the manager will turn into a banal trainer. A young employee of one company shared his thoughts with me:
- This month I will no longer receive a bonus, so I may not work for the remaining 12 days, nothing in my life will change from this.

The company's motivation system is so interactive that they will learn about an employee's decision not to work today in three months. Best case scenario.
Also, there is no feedback, has employee motivation improved or worsened?

Employee motivation system Analysis-Solution

The Analysis-Result motivation system is built into the organization within a few months. It is based on the discipline of the leader and the consistent implementation of management standards in the organization.

The Analysis-Result motivation system is being implemented in three stages:

1. Training employees to analyze the situation and how to make successful decisions.
The manager’s task is to hold daily 5-15 minute planning meetings with employees, during which the manager asks questions to employees and builds in communication tools with them.

What did you do? And then? What happened? Why is this so? What will you do next? What other options are there? are questions to which employees must have clear answers.
In the process of searching for answers, each employee, willy-nilly, turns on analytics, allowing him to learn to make decisions here and now.

The Analysis-Result motivation system is built in the form of either a morning meeting before the start of the working day, or in the evening, as a summing up. The manager asks questions, employees answer.

2. Analysis of cases and situations.
Once a week, employee training is conducted in the form of analysis of client cases + one or two new tools for working with people.

During regular meetings, the manager will easily see the motivation of his employees and will be able to make timely adjustments to the overall motivation system.
In the team of one trading company, the motivation of employees came down to more time spent with the owner of the company, which opened up brilliant prospects for development.

Few people truly know the motivation of their employees, which is revealed in moments of constructive communication, which is what case analysis is.

3. Motivation systemAnalysis-Result consolidates the required work models.
The basic rule of reinforcement is this: what is paid attention to is reinforced.
The more often you notice positive moments, the more motivated you are to repeat them. The more often you ignore employee successes, the fewer of them there will be.

If an employee analyzed the situation on his own and produced the best result, be sure to examine this case and praise him.
I know managers who motivate employees with a nod of approval and punish them with raised eyebrows. It looks fantastic and saves time and energy.

The motivation system is based on two balanced criteria:

a) Employee motivation must be individual.
The motivation of a copywriter is to create effective selling text.
The salesperson's motivation is to find growing customers according to the sales plan.
The marketer's motivation is to find low-cost ways to promote the company's products.

b) Employee motivation must be objective.
An employee must know exactly what is expected of him as a result.
The brain of a performer is focused on the process, while the brain of a leader is focused on the result.

Motivating an employee for results is achieved by constantly monitoring the numbers in the employee’s work.
The more precisely the task is set and the clearer the deadlines, the more efficiently it will be completed, the easier it is to analyze the employee’s actions and make adjustments. The easier it is to motivate you to act.

The Analysis-Result motivation system is extremely important for programmers, designers and everyone involved in project activities.

Employee motivation system Race for the leader

Motivation system Race for the leader is a targeted motivation system.
It is used only in a group with a strong leader and a morally stable team.

The meaning of the motivation system is the race for the leader in the fight against competitors and competition within the company. The motivation to be the best in the market is supported by the motivation to be the best in the company.

In skeptical teams, the introduction of the Race for the Leader motivation system can cause speksis or even aggression. Like, everything is bad with us, but here you are with your own motivation.

Therefore, it is better if the Race for the Leader motivation system is created after the implementation of the Analysis-Decision motivation system - this is reasonable.

The Race for the Leader motivation system works great among senior and top managers.
These people have an internal level of motivation, possess leadership qualities, are ready to make decisions and are able to focus on a specific result for a long time.

The motivation of managers is aimed at expanding their zone of influence and strategically capturing market share.
And since the motivation of a manager is fundamentally different from the motivation of the company’s employees, you need to pay attention not only to WHAT you offer, but also HOW you do it.

Often a mentoring or arrogant tone kills motivation outright and no amount of competition will help here.

Motivation system for leaders The race for a leader in the political arena is the main motive for action.
Imagine a situation where at the helm of the industry there are a dozen people who monitor each other and know 90% of each other’s motivations and other “wants”.

It has its own motivation system and its own attitude to decision making.
As a rule, there are not many of these decisions, but they are all key. A VIP cannot shift his decision to any of his subordinates; they simply do not have this qualification and competence.

Therefore, the motivation system is simple: either you win the jackpot, or you lose a significant part of your fortune. Moreover, your “friends and well-wishers” will know about the positive and negative results.

Now about how the concept motivation lead to 4 simple facts...

Motivation — an individual tool for each specific situation.
It is extremely important for a manager, as quickly as possible, to understand the motivation of each of his subordinates and understand what can act as a motivating factor for them.

It won't be easy at first. However, after just a month of constant work, the manager will begin to “hear” and “see” the motives of his people.

The motivation algorithm is based on understanding the situation and assessing the result:

1. Ask your subordinate a question and listen carefully to the answer.
At the moment of the answer, where the emotion is, ask a clarifying question, expanding the problem field. And so, question by question, you will find out what the person really cares about.
Emotion is an indicator of the importance of an answer for a person.

Moreover, based on emotions, a person will express his motivation openly.
If there is no emotion, listen to repeated phrases, they will be a key factor in motivating the subordinate. Usually people repeat what is important to them.

2. Ask him what he will do in this situation.
In most cases, the subordinate will "avoid" direct answers.
You need to get any solution in order to understand what motivation drives a person.

The longer a person avoids answering, the more you understand what motivates him.

3. Having made an assumption about the motivation of the subordinate, formulate the task together with him.
For example, if the head of the sales department is motivated to earn money for a new AUDI Q7, then together with him you need to calculate how much sales you need. What additional sources of client traffic need to be developed and who will do it, as well as when to expect the first results.

Let the subordinate formulate the problem and find options for solving it. This is important because the decision is made by him, and is not “downloaded” into a subordinate under pressure.

4. Check results against expectations.
If the results coincide with expectations, then the chosen motivation system is working.
If not, then the motivation system needs to be changed.

Moreover, every 3 years the motivation system will still have to be changed or supplemented. Therefore, strategic plans before building a motivation system for all levels of the company will not hurt at all.

Conclusions about the motivation system:

Motivation- it’s not only money, and often not money at all.

Motivation- this is the inner world of a person, which will determine your relationships and results. Either you will find a system for motivating a person, or you will unsuccessfully force him to comply with your demands.

Motivation- this is the ability to listen and hear, look and see, speak and convey information to the very heart of a person. If you think that persuasion motivates a person to work, then you are a clinical optimist.

Motivation is a skill that leads you to big money and very little cost.

Motivation is the language spoken by smart people and talented leaders. Do you want to be one of them? Learn to build a motivation system - this skill will give you the biggest dividends.

We have just started talking about the motivation system, we will continue further.
And now I propose to discuss this material.

In order to successfully cooperate with your management, it is very desirable to understand his motivation for work, especially since his work is precisely in the nature of a managerial influence on employees. A leader is not an abstract concept standing on the career ladder, several steps higher. This is a man. And as a person, he has advantages and disadvantages. That is why he can treat some employees more objectively, and more biased towards others, but, nevertheless, especially if the manager is not an employee, but the owner of his own business, the main thing for him is the efficiency of the company. A manager's motivation can be defined from two perspectives. On the one hand, he, as a person, has the desire to satisfy his hierarchy of needs. On the other hand, a manager's motivation is determined by his leadership style towards his employees.

Let us first consider the motivation of an entrepreneurial leader based on Maslow’s “hierarchy of needs.” From the point of view of motivation, we can consider the personality of such a leader in two guises: firstly, as the owner of property and other resources, trying to extract maximum income from his activities, i.e. individual; secondly, as a manager in relation to employees working for him under contract terms.

First, let's look at how the manager's material needs are met. As an individual, an entrepreneur is interested in receiving high profits, which he can use for personal consumption, the development of his business, invest in profitable investments, etc. As the leader of a team consisting of hired workers, the entrepreneur must pay them wages at a decent level, thus separating part of the money supply from his personal goals. But on the other hand, he, more than anyone else, is interested in ensuring that his employees complete their work on time and with good quality, further increasing his profits. Consequently, a certain economic cycle occurs with the money supply he receives from his activities: the larger part of the money he directs to pay wages and other remunerations and payments to his employees, thereby motivating them to do good and high-quality work, the greater the profit he can receive in next period.

The second stage of Maslow’s pyramid, as we described above, are needs for safety and social security. As an individual, an entrepreneur expects his business to prosper and exist as long as possible, which is not at all easy in a competitive environment. To do this, it is necessary to protect your business from various difficulties associated with inspections carried out by various government bodies (tax, administrative, sanitary, customs and others), the interests of criminal structures, as well as from the competitive situation in the market, where prices are formed under the influence of supply and demand . To maintain his business, the entrepreneur is forced to spend the “lion’s share” of his proceeds on taxes, fees, penalties and other obligatory payments, pay rent, the cost of which includes contributions to criminal structures that control certain territories, and also maintain constant demand for the products he produces. (goods or services). In the latter case, the entrepreneur, already as the leader of a team of hired workers, should be concerned about the need for the safety of the workers themselves, which is expressed in their confidence in their employment at this enterprise, i.e. desire to maintain your job in future periods. If this need is not met among employees, staff turnover may occur at the enterprise, which leads to negative consequences for the enterprise’s position in the market and the quality of its products.

Third stage of the pyramid - needs for social affection.

This need worries the entrepreneur as a manager in relation to his employees, who is interested in a high socio-psychological climate in the team, which is a strong motivating factor, and not least affects the quality of the products and, accordingly, the profit received by the entrepreneur. It is here that successful cooperation between the manager and employees is required, an urgent need to find a “common language” with them. At the same time, the feeling of being needed by people can be perceived by an entrepreneur not only as a manager of his employees, providing them with work and wages, but also as an individual who feels his social responsibility, producing for people the necessary, high-quality products that are in good demand on the market, creating new workplaces.

The next step is the need for self-respect. This group of needs includes such as professional competence, independence in decision making, receiving recognition from others for one’s activities and a feeling of usefulness from one’s activities in a team or in society. All forms of self-affirmation in the profession, social activities, cooperation, etc. form the social structure of the individual. Self-esteem = Success / Pretension. A person's satisfaction or dissatisfaction with himself is entirely determined by a fraction in which the numerator expresses our actual success, and the denominator expresses our aspirations. As the numerator increases and the denominator decreases, the fraction will increase. The English writer and philosopher T. Carlyle (1795 - 1881) said about this: “Equate your claims to zero, and the whole world will be at your feet.”

In this case, the entrepreneur as an individual clearly feels his professional competence in the type of activity in which he is engaged and his complete independence; this follows from the definition given at the beginning of the chapter. The entrepreneur feels the need to receive recognition from others and a sense of usefulness both as an individual and as a team leader. Here we can draw an analogy with the feeling of being needed by people, described above when considering social needs.

The top of Maslow's pyramid is the need for self-actualization or self-expression. The motivation factors that make up this need are characteristic of the entrepreneur as an individual carrying out entrepreneurial activities. Really work, i.e. entrepreneurial activity itself is the main and most important business of an entrepreneur’s life, because it was created by him and is his brainchild. Trying to get maximum profit and gain a leading position in his market segment, the entrepreneur puts all his abilities, knowledge, skill, and professional experience into his work. The same applies to maximum involvement in the labor process. The very receipt of the desired benefits is self-expression through work.

According to Maslow's theory, it is believed that each subsequent need becomes a motivating factor after the previous one is almost completely satisfied. In practice, this has not yet been proven, although for the majority of ordinary people, who in our case can be considered as employees working for a limited salary, this may be true. In the case of an entrepreneur, this is not the case, because from the state of affairs we have described, it is clear that in order to achieve one’s goals, it is necessary that all five needs that make up Maslow’s pyramid be motivating factors at the same time.

Now let's move on to consider leadership styles, which are also factors characterizing the behavior of a leader in the work process. Leadership style depends on many things.

Firstly, it is determined by the character and temperament of the leader as an individual. If a leader is choleric by temperament, then he will most likely adhere to a stricter style of behavior than, say, a sanguine person.

Secondly, the leadership style depends on the age, education and management traditions to which the manager was accustomed during his previous activities. For example, if a manager belongs to people of the older generation, his education is of a technical rather than managerial nature, he does not have sufficient psychological preparation, and his previous activities took place in an area where strict adherence to discipline was required (army, transport organizations, industrial organizations, related to the sphere of the military-industrial complex), then his work experience and the traditions of the teams in which he worked simply cannot but influence his style of behavior, which will be tough and authoritarian.

At the same time, younger managers who have received management education abroad or in our country in the last 10 - 15 years, and who are influenced by Western personnel management technologies, will strive for a more democratic management style.

Employees working under the leadership of such people either accept the behavior style of their bosses and obey them, or resist in a certain way if they do not want to leave this organization, since they can satisfy most of their needs here. Those employees for whom interpersonal relationships with management are important quit and go to other organizations.

The behavioral styles of leaders have long been studied by various scientists. In order to better understand them, let's consider several theories created on the basis of research.

It is worth highlighting theory "X" And "Y» professor at Harvard University Douglas McGregor (1906-1964). This theory describes the types and behaviors of organizational leaders.

As a behavioral characteristic of a leader, D. McGregor identified the degree of his control over his subordinates. The extreme poles of this characteristic are autocratic and democratic leadership.

Autocratic leadership means that the leader imposes his decisions on subordinates and centralizes authority. First of all, this concerns the formulation of tasks for subordinates and the regulations for their work. McGregor called the prerequisites for the autocratic style of behavior of a leader theory “X”. According to her:

· Man is lazy by nature, does not like to work and avoids it in every possible way;

· The person lacks ambition, avoids responsibility, preferring to be led;

· Effective work is achieved only through coercion and the threat of punishment.

The category of workers described by theory “X” does occur. For example, these are people who are psychasthenoids by personality type. Without showing any initiative in their work, they will willingly obey management, and at the same time complain about their working conditions, low wages, etc.

Democratic leadership means that the leader avoids imposing his will on his subordinates and includes them in the decision-making process and determining work regulations. McGregor called the prerequisites for a democratic leadership style theory “Y”. According to her:

· Work for a person is a natural process;

· In favorable conditions, a person strives for responsibility and self-control;

· He is capable of creative solutions, but realizes these abilities only partially.

It is these people and this leadership style that are most suitable for achieving effective motivation in market conditions.

Before McGregor, a more comprehensive classification of leadership styles, which determined the advancement of behavioral studies of leadership, was created by the works of the famous German and then American psychologist Kurt Lewin (1890 - 1947). In his classification, the extreme poles were the autocratic (dictatorial) style, when the leader himself decides what needs to be done and how, and the liberal (connivance) style, when group members work independently, and the leader himself is a member of the group. An example of such a group is a creative team - an acting troupe. The democratic style acted as a compromise and the most acceptable option, when decisions are made after discussion by all group members. This management style is inherent in Japanese personnel management.

Figure 3.1. Leadership styles according to K. Lewin

In Levin's experiments, the most productive work was under a dictatorial leadership style, but the constant presence of a leader was necessary, otherwise the work would stop. Members of such a group showed aggressiveness towards each other and constantly looked for those “to blame” for this or that mistake. This tactic of solving a problem is very typical of the Russian specifics of management, where historically two main questions are resolved: “Who is to blame?” and “What should I do?” Democratic leadership was the most popular and produced consistent results in both quality and productivity. The liberal leadership style turned out to be the worst in all respects.

The main criterion used by K. Levin was labor productivity. The results of K. Levin's research, published in the late 30s and 40s of the twentieth century, sharply contrasted with the generally established opinion that the purpose of leadership research is to find the leadership qualities necessary for a leader, despite the fact that the dictatorial style of management, combined with the principles of unity of command, is the only possible , ensuring high management efficiency. Therefore, the results of Lewin's research were assessed as innovative, but requiring testing and confirmation in various types of organizations.

In 1949, the American psychologist R. Likert, who worked on problems of social psychology, founded the Institute of Social Research at the University of Michigan. His research showed that low-performing organizations tend to be run by job-focused managers, i.e. seeking to keep their subordinates constantly busy at a certain job in the production cycle and at the same time achieving a satisfactory level of time standards.

Likert found that the best-performing managers focus on the human aspects of their people's problems and on creating effective work teams that are challenged to achieve high goals. Such managers are focused on personnel. They view their activities as working with people rather than with production tasks, they try to get to know them as individuals, and strive to set themselves goals to help subordinates achieve goals and improve their performance. Such managers exercise general control rather than detailed control and are more focused on the goals of the organization rather than on methods of work. They allow maximum participation of subordinates in decision making, and if high performance is to be achieved, then the leader must not only be subordinate-oriented, but also be able to organize the decision-making process to achieve them.

Summarizing these results, R. Likert identified four leadership systems presented in Table 3.1.

Table 3.1.

Leadership styles according to R. Likert

1. Exploitative-authoritarian a leadership system in which the leader uses fear and punishment to achieve the obedience of subordinates. With such a management system, intragroup communications are poorly developed, managers and subordinates are psychologically distant from each other, and the bulk of decisions are made by the top management of the organization.

2. Benevolent-authoritarian, represents a benevolent authoritarian type of leadership, where it uses incentives and rewards, the behavior of employees is subordinate to the leader, information coming to the top is limited to what the leader wants to hear, strategic decisions are made by top management, but the solution of tactical problems prescribed by certain management schemes can be delegated to lower levels.

3. Consultative democratic The leadership system uses incentives and, in some cases, punishment, some participation of subordinates in decision-making is provided, communications are mutually oriented (up and down), but the information that the manager wants to hear is provided in limited quantities and with precautions. In such a system, subordinates can have only a moderate influence on the activities of their units, since issues fundamental to the organization are made at the level of top management, and decisions regarding specific issues are made at a lower level.

4.Democratic, based on participation in management. This leadership system is characterized by participation in group management. Management provides economic incentives and takes full advantage of employee group participation in setting goals for high productivity and improved work practices. Communications are carried out both up and down and horizontally; subordinates and managers are psychologically close to each other. Decision making occurs as a result of group processes, and the decision-making procedure is integrated into a formal organizational structure, where the organization is viewed as many overlapping groups, and each group is connected to the rest of the organization through people who are members of more than one group at the same time. Likert called them “tie pins.”

The last, fourth, management system, according to the scientist, is the most effective, since the manager encourages his subordinates and promotes the formation of groups based on cooperation.

The motivational policy in the organization should be based on the joint actions of management and employees, since the goals and objectives of the latter must correspond to the goals and objectives facing the organization.

Let's consider rules of motivational management, compliance with which will allow you, dear readers, as future managers, to learn how to increase the effectiveness of ongoing activities in the organization, in addition, you will be able to compare the actual behavior of your management towards employees with the recommended one and, if appropriate, offer your advice in the right capacity.

1. Praise is more effective than blame and unconstructive criticism.

This means that if management praises employees for their achievements in work, rather than criticizing them often undeservedly, then there will be a positive socio-psychological climate in the team.

2. Reward should be tangible and preferably immediate..

This means that one of the basic rules of labor stimulation must be observed - minimizing the gap between the result of labor and its encouragement. Employees who complete their work well and on time should be rewarded quickly and significantly.

3. Unpredictable and irregular rewards motivate employees better than expected and predicted ones.

In many organizations, the bonus plays the role of a salary increase in the amount of 50 to 100%, but does not fulfill its main role - a financial incentive for employees. Therefore, material bonuses paid by management in varying amounts and with uneven frequency are more effective.

4. Management must show constant attention to the employee and his family members.

The care shown by management for the employee and his family members influences the satisfaction of the need for respect (recognition).

5. It is necessary to provide employees with the opportunity to feel like winners, which helps to satisfy the need for success.

6. Employees should be rewarded for achieving intermediate goals.

There is no need to wait to achieve the final result. Material or non-material rewards for certain periods of long-term work are a good incentive.

7. It is advisable to provide employees with opportunities to feel independent and in control of the situation., which corresponds to the satisfaction of the need for self-esteem.

8. Employees’ self-esteem should not be undermined by giving them the opportunity to “save face.”

9. It is better to reward as many employees as possible with small and frequent rewards.

This contributes to the formation of a positive socio-psychological climate in the team.

10. There should always be reasonable internal competition in the organization, allowing to organize a spirit of competition between employees, promoting the progressive development of the team.

Thus, by understanding your motivation to work and knowing your style of behavior in work, you can determine how the employee’s motivation is combined with the motivation of his manager, find an approach to him, establishing constructive cooperation with him, leading to mutual effective work, and successful career growth.

Leader and motivation. What makes staff work twice and sometimes even three times more efficiently? Many managers will answer unequivocally: of course, money. However, remember: does this instrument of pressure on subordinates always work as desired? Surveys conducted among employees from different countries show that there is something that motivates much more bonuses and cash bonuses.

Money is not always the main thing. Many bosses believe that they can increase the efficiency of their employees by promising to pay them even more money. However, research on motivation says otherwise. The first place for employees is most often the team and the team in which it is comfortable to be. In second place in terms of what motivates an employee to exceed the plan is the field of activity itself.

That is, the more interesting the duties he performs for an employee, the more results can be expected from him. Independence of functions took bronze in the top three motivating factors. But salary most often ended up in seventh place. Of course, this is not always the case. If for an employee money is a matter of survival, then everything else fades into the background.

If we are not talking about economically lagging regions, where people are ready to do anything to feed their families, then only the material component is unlikely to be able to motivate an employee for a long time. The motivational potential of other components of effectiveness - partnership, teamwork - turns out to be important. Remember the five-year plans, when Soviet workers exceeded the plan. And they did this not because of quarterly bonuses, but for the common good. After all, there was a common national goal - to show the whole world what the Soviet Union was like! But not all managers are in a hurry to use reliable motivation methods.

Here is another argument in favor of the fact that high salaries do not always solve problems with staff motivation. Sociologists conducted a survey: asked employees what, in their opinion, motivates the director of the company? Many had never even seen the head of the company, but they unanimously answered: the most important thing for a boss is profit. The same study then asked the CEO a similar question. In the end, he answered that he was motivated by the opportunity for his own development, the team of the Board of Directors, and so on. Top managers ranked wages eleventh and even fourteenth on the list of motivations. But when asked what motivates their subordinates, they answered: “Of course, money!”

This is such a misconception. Everyone thinks that money rules others. In practice, it turns out that the material component is important, but without the support of other factors it has practically no meaning. And if you skillfully apply other forms of motivation, you can achieve many times more results. But money can sometimes serve as a means that destroys the motivation of employees. Please note: in many Russian companies people constantly complain about insufficient wages.

What motivates you? In order to reduce the impact of the monetary factor on employee motivation, it is important to build a motivation system that would be conducive to high performance. First of all, an employee must receive satisfaction from his work. This is only possible if the functions and tasks best correspond to the values ​​and expectations of the employee. A much better option is when the working atmosphere slightly exceeds the employee’s expectations: both in terms of relations with management and in terms of career prospects. At the same time, it is important to take into account specific cases, because depending on the field of business and its specifics, motivational factors will change.

In general, there are several groups of tools that will help influence staff motivation:

• Work organization. Ideally, an employee should gain different skills, but at the same time feel the significance of his role in the company. In addition, it is important to provide the employee with independence in making decisions that relate specifically to his field of activity.
• Individual approach. This moment is very important! If the manager analyzes the needs of the employee, he will be able to build a motivation system as close as possible to his ideals.
• Moral stimulation. In addition to money, staff can also be motivated by intangible factors. For example, gratitude, a photo on the honor board, a certificate, a gift to the best employee at the end of the year.
• Control and evaluation of work results. It is necessary to practice various methods of monitoring the work of employees. At the same time, the assessment of results should be carried out taking into account the individual characteristics of each employee.
• Setting goals. The employee must be given clear tasks, and the amount of time to complete them must be indicated.
• The situation in the team. Team climate greatly influences staff motivation. Therefore, it is important to build a system of priorities and values ​​that will actually work in practice.

In addition, it is important in the system of non-material motivation to constantly refer to the values ​​that are most significant for the employee. They are: financial well-being, career prospects, self-esteem. It is also extremely important for an employee to act in the interests of the company and be responsible to the team.

Performance indicators. Inextricably linked with motivation, there is such a thing as KPI or key performance indicators. It is by analyzing such indicators that you can create the most effective system of personnel motivation. Depending on what strategy the company follows, there are different KPIs. For the most part, such indicators are needed to evaluate the performance of management personnel. For example, for the strategic goal of increasing the average income per client by five rubles, the performance indicator will be the average income. In general, KPIs can be divided into two groups:

1. Leading. They allow you to manage the situation within the reporting period. Such factors indicate how business departments are performing at a particular moment and suggest what profits will be in the future.
2. Lagging ones. These factors can only be known after the reporting period. For example, financial indicators. Using a KPI-based motivation system, you can stimulate various employees, while skillfully combining both material and non-material types of motivation.

Several reasons to engage in employee motivation. Inspiring your employees to new achievements means moving towards results together. Working with a motivated team will be much easier. First of all, this is important for the immediate manager. If your employees are motivated not just by the material part, then they themselves take the initiative and are always ready to meet halfway. However, many today continue to use only one incentive to inspire employees - money. With such a motivation system, no one will give one hundred percent. Moreover, after some time the employee will start asking for more.

If you constantly focus only on the monetary component of motivation, then sooner or later you can end up in a vicious circle. After all, in order to pay more, you need to make much more profit. But this requires the full dedication of employees. But how can you get results if there is no money for higher wages in the company yet? In this case, money ultimately becomes a demotivating factor.

Why do many Russian companies still not use a non-monetary approach to motivation? The answer is simple: senior management is not interested in middle management and department heads how they motivate their subordinates. That is, the main thing is to implement the plan and achieve results. And if such a result is obtained, then no one will ask how high the staff motivation is maintained. This is why busy bosses mostly ignore motivational tasks.

The leader is the main motivator. It is the boss who plays a decisive role in motivating employees. And if the manager does not want to participate in this process, he will not be able to get impressive work results. Offering more money to your subordinates is clearly not the answer. It is worth learning how to motivate employees according to their needs and expectations. This ability to inspire will come in handy both in moments of victory and in times of failure. And a manager who really knows how to motivate staff will always be worth his weight in gold.

Here is a striking example of how knowing the needs and desires of your subordinates directly affects productivity. American researcher Elton Mayo conducted an experiment at one of the textile factories. The fact is that at the spinning section the labor turnover was as much as 250%. In other departments - a maximum of 5-6%. Initially, the manager tried to correct the situation using material ways to stimulate employees. But as a result, employees continued to quit, and the department's productivity only fell. Then management decided to turn to Mayo for help.

After he studied the working conditions in the spinning department, he came to the conclusion that workers had practically no time to communicate with each other. Moreover, their work was little respected. As a result, he decided to change not the amount of remuneration, but the working conditions. That is why non-material methods of motivation were used as stimulation. There were two breaks of 10 minutes each for the spinners. Within just a few months, simply amazing results appeared - turnover dropped sharply, and workshop productivity increased. The whole point is that the morale of the workers contributed to the fulfillment of duties. Subsequently, the experiment was continued - and the breaks were cancelled. In the end, everything returned to normal. Therefore, it was Mayo’s innovation, which was based on studying the needs of employees, that was able to change the motivation system for the better.

The above example illustrates: a manager must know and understand the needs of his employees, which are most relevant at this moment. Based on them, you can build an individual control system. After all, for one employee his own importance is important, so if you make him a deputy chief, then he will probably be ready to work for a small salary. If your department has an ambitious and creative manager, then you need to emphasize his exclusivity. It is important for him to achieve results, so a challenge and competitive advantages in relation to colleagues are perfect as motivation. Or you can invite him to come up with a solution to the problem on his own.

So, why should a manager motivate his subordinates on his own? Here are some reasons:

• The immediate boss is more motivated than anyone else by how his department will work. After all, his salary and respect in the team depend on the performance of his employees.
• Only the head of a department or division knows exactly how to create motivation for each employee.
• It is much easier to work with properly motivated staff. After all, such employees themselves take the initiative and grasp everything on the fly. If we take only the material component as a basis, then in the end you will have to pay more and more.

Unfortunately, senior management of Russian enterprises do not always request information on employee motivation from department heads. Middle managers are praised for exceeding plans and criticized for underperformance. But as a rule, no one is interested in whether the required level of motivation was maintained while completing all the tasks. This is the main reason for failure in many companies. Try to give the key role in motivation to the manager - and you will see that intangible methods of motivation will begin to work. This means that the company will spend less money on employee salaries, but at the same time get better results.

As a leader, your personal attitude toward motivation is just as important as your ability to demonstrate your own motivation to your employees, because you serve as a role model for your subordinates to follow.

If you are unable to cope with your affairs, you involuntarily lose interest in work, which is reflected in your behavior. Your apathy, in turn, negatively affects the work of those around you. On the contrary, by radiating optimism, you infect your subordinates with it and create an additional incentive for productive work.

We need to organize work in such a way that it is interesting and enjoyable. In this case, work itself will become an effective motive.

You demonstrate your optimism:

v if you work with enthusiasm;

v if you encourage others;

v if you are ready to help others;

v if you express your devotion to the interests of the common cause;

v if you listen carefully to those who want to speak.

To increase staff motivation, optimism is an indispensable quality for a manager. Remember to constantly remind yourself to:

v be able to notice the good, not the bad;

v sincerely believe in the common cause;

v Unambiguously and confidently defend your life positions and beliefs.

If failures do not dampen your desire to strive for a goal, if the word “no” does not exist for you, then you can create a reputation for yourself as a person who never gives up, and your example will certainly inspire others.

Your optimism can be a great role model. The more successful this impact is, the more interest your employees show in their work, the higher and more sustainable the motivation for their activities will be.

Employees who understand that you care about their activities show greater interest in the successful completion of the work they have started. When making a request, formulate it in such a way that the employee understands: you know what motives drive him. For example, “I know you enjoy doing this and it would be nice if you finished your work on Tuesday.” This is the surest approach to ensure that the employee will try to complete the task to the best of his ability and will not work carelessly.

When showing interest in employee activities, consider:

v the employee’s career aspirations, in order to know exactly how difficult work he can be entrusted with;

v what skills the employee seeks to improve, this will give him the opportunity to grow professionally.

Be sociable. By asking different questions, you can understand what motivates each of your subordinates; after all, what inspires one person leaves another indifferent. With this knowledge, you can create a special work atmosphere for each employee.

Since you serve as an example to others, it is very important to be consistent in your actions. Then your subordinates will understand what to expect from you, and they will be able to anticipate your reaction in a given situation. To be consistent means:

v have a clear idea of ​​what result you want to get, and not make spontaneous decisions that violate the existing state of affairs;

v remain calm in any circumstances, even the most difficult ones - then those around you will know that the situation is always under control.

If you are unpredictable, others will not be able to anticipate your reaction and will prefer not to talk about their problems again. Consistent behavior is reassuring and gives your subordinates confidence that they can safely discuss any concerns with you.

The approval of others and their high returns are confirmation that you are doing everything right. But sometimes it happens that despite your efforts, one of your employees remains indifferent to work. If you really did your best, then the problem is not with you, but with the person himself.

Try to determine the reason for the lack of motivation and see if you can find a way to interest the person. If the problem is so serious that your efforts do not lead to success, you will have to choose: leave everything as is or get rid of the careless employee.

Unfortunately, it is human nature to relive failures in our minds, so try not to let these unpleasant experiences affect your self-esteem. You challenged and failed, but if you ever encounter a similar situation again, do not give up on trying again, because no two people are the same, and no two circumstances are the same. Don't forget that for every bad employee, there are two good ones, and that's enough to reward your efforts.

When thinking about how motivation occurs, it becomes clear that there is no magic word that will make people work harder.

Your interest in your work and behavior that clearly demonstrates it is the key to not only creating incentive, but also maintaining a high level of motivation.

It is very important to be aware of how much influence you have on the work process. Therefore, be optimistic!

Analyze your attitude towards motivation and answer the following questions.

^ Do you try, no matter what, to be optimistic?

^ Are you ready to provide assistance to your subordinates when necessary?

^ Do you try to notice mostly the good?

^ Do you let others know that you are interested in their work and their achievements?

^ Are you working on yourself in order to be balanced and calm in any situation?

^ Do you realize that the morale and motivation of others directly depends on your behavior?

^ Do you make every effort to ensure that those around you do not lose interest in your work, even if it is very difficult?

¦ be optimistic;

¦ take an interest in the work of others and help them achieve more;

¦ remain calm in any situation;

¦ understand how your behavior affects the morale and motivation of your employees;

¦ try to maintain your interest in work and show it in communication with employees;

¦ try to see only the good side of what is happening;

¦ always strive to interest subordinates in their work, even if not all attempts are successful.

If creating a high level of motivation among employees turned out to be more difficult than you thought, understand the features of the staff motivation process. Perhaps the reason is that you did not take one of them into account.

Are you having trouble keeping your employees engaged? Is it possible that their motivation to work effectively is so weak that it barely motivates your employees to get out of bed and come to work? Or you simply failed to create the right motivation, underestimated the abilities of your employees and did not create optimal conditions for their self-realization.

Do your employees complain that their work is too boring and monotonous? Take a closer look at what they are doing and see if there is anything you can do to improve it. Talk to employees and find out what they would like to do and how, in their opinion, they can do this work better. People perform better if they are held accountable for their results and their performance is assessed objectively. This approach can restore interest in work and increase motivation.

Do you feel that the quality of work is not changing for the better? The reason may be insufficiently active employee encouragement. Don't be afraid to entrust them with responsible work and let them do it as they see fit. Responsibility makes a person work harder. Praise and recognition support him in this endeavor.

Do you see that the employee is performing worse than before? Make sure you keep him interested in the job. Maybe you don't meet people or talk to them, so they don't know what they want or what's going on around them. Knowing that you are always ready to help and advise, people will be more responsible and persistent. Taking care to create a pleasant work environment will create additional incentive and show that you value your employees.

Do people get the impression that you have lost interest in your work? Then it is not surprising that the same thing happens to your subordinates. Make it clear to them that you want them to enjoy what they do. Each employee should know that he is interested in you as a person, and not as a tool.

Motivation is a person’s desire to work with high efficiency. High staff motivation occurs when the needs of employees are met and conditions are created in which people want to work well.

The advantages of working with people interested in the results of their work.

v The work meets the requirements and is completed within the specified time frame.

v People enjoy their work and feel valued by the company.

v People work hard because they enjoy what they do.

v The performer monitors the quality of work, since he himself is interested in this, so there is no need for special supervision.

v Team morale is always high, which contributes to an excellent work environment.

If you have managed to create a high level of motivation, your main task that requires constant attention will be to maintain it. The efforts spent on this pay off handsomely. This is very simple and does not require proof: a person who has a motive is able to work well and achieve high results.