Hi Everyone,

It appears in the USA that the economy is showing signs up recovery so now is time to clean house. Keep those employees who help you and get rid of those who are not helping you. I have been writing a series of ezines on this topic. The one below is the third in the series.

If you would like to see my other articles, read my earlier posts or go to my website
www.HowtoMotivateEmployeesNow.com

To Your Success!
Lois

Hang on to Your Rock Stars, Your Movers, Your Shakers - Your Engaged Employees

by Lois Moncrief

In the last two issues, I have talked about the Gallup Management Journal Survey from October 12, 2006 ( http://gmj.gallup.com/content/24880/Gallup-Study-Engaged-Employees-Inspire-Company.aspx ).The survey mentions 3 types of employees: engaged, not-engaged, and actively disengaged. I said I would take the next few weeks to discuss how to deal with each type of employee.

This week I want to talk about your engaged employees and how to retain them and seek more.

The Gallup Management Journal Survey referenced above defines engaged employees as follows:

Engaged Employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

Wow! Your engaged employees drive innovation and move your organization forward!

All companies want engaged employees even your competition.



So How Are You Going to Keep Your Engaged Employees
and Hire More Engaged Employees?


A few weeks ago in my July 8th ezine, I talked about the need to keep your engaged employees as the economy recovers from this recession as these are the people who are going to help power your cllimb out of the recession hole.

I suggested you to take action to make sure you did not lose your engaged employees as your competitors might be trying to hire them away from you.

I urged you to sweetened the deal you have with your engaged employees to entice them to stay with you.

I also suggested that you might be able to pick up some more engaged employees especially any who may be working for your competitors who have been weakened from the recession.
Those employees of your competitors may be looking for a better and more stable situation for themselves and your company may be just the ticket.



How to Keep Your Engaged Employees Who Help Keep Your Business Growing


The first place to start is to talk to each of them individually. Each of them has needs and wants that are important to them and may not be the same as what some of your other engaged employees. You want to give them what they want as much as you can. They have earned that.

For example, consider the following list of motivators and perks you may be able to offer them:

Motivators (examples):
Promotion
Raise
Attending a professional conference or seminar
Mentored by a higher ranking employee for more challenging assignments
Given a temporary assignment to a different, exciting, and challenging area.
Given a temporary promotion to fill in for a higher ranking employee who has been given a temporary assignment.
Assigned Project or Team Leader on an important but temporary project
Additional Education for a possible promotion in the future.
More responsibility

Perks (examples):

Work from Home
Flexible Work Schedule and Work Hours
Stock Options
Gym Membership

What Motivators and/or Perks on the above two lists would each of your engaged employees really like to have and can you give it to him or her?

A Word of Caution: Make sure that you give these perks and motivators to the truly deserving. These should not be for "friends" but for your best performers. You are sending a message when you give perks and motivators for engaged employees.

You are recognizing and awarding your best employees and you are also sending a message to the rest of your employees about what it takes to be an engaged employee and what it takes to get these perks and motivators.

If done fairly and correctly, you can motivate all your employees by recognizing your outstanding employees. If it appears that it is based on the good old boy or buddy system then you have found a way to demotivate a lot of your employees.


Remember: Any investment you make in your "engaged" employees is likely to come back to you multiplied in how they help your company. It is a win-win for all!

Consider Hiring More Engaged Employees

This is the time as the economy starts to recover to look at opportunities to pick up engaged employees who may be working for your weakened competitor by offering those employees a better deal.


copyright (c) 2009 Lois Moncrief All Rights Reserved

Stop Your Employees From Taking Your Profits! - my new article

Hi!

I want to thank all of my website and blog visitors for the wonderful emails I have received thanking me for my articles and telling me how my articles are helping the recipients with their management and motivation issues. I hope all of you are having a great day!

Below is my newest article. If you would like to see more of my articles please go to
www.howtomotivateemployeesnow.com

Stop Your Employees From Taking Your Profits

by Lois Moncrief

In the last issue, I talked about the Gallup Management Journal Survey from October 12, 2006 ( http://gmj.gallup.com/content/24880/Gallup-Study-Engaged-Employees-Inspire-Company.aspx ).

The survey mentions 3 types of employees: engaged, not-engaged, and actively disengaged.

It further stated that 15% of U.S. Workers (20.6 million) are "actively disengaged" costing the U.S. Economy $328 billion. That is a cost of $15,922.00 for each "actively disengaged" employee.

U.S. Dept of Labor Bureau of Labor Statistics Press Release on April 16, 2009
( http://www.bls.gov/news.release/wkyeng.nr0.htm ) reports the median wage per worker is $738 per week or $38,376.00 per year. Therefore each median "actively disengaged" employee making $38, 376 per year is costing the U.S. Economy and his company $15,922.00 or 41% of his wages. Please note that the BLS URL listed has been updated to include the second quarter and is now dated July 16, 2009 and the numbers have changed slightly.

The Gallup Management Journal Survey gives the following definition

"Actively Disengaged" - employees aren't just unhappy at work; they're busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish."

Based on the Above Information It is Clear that Companies Like Yours Have a Problem That is Costing You a Lot of Profits - the Problem is Your "Actively Disengaged" Employees.

So now we know of a big problem - "actively disengaged" employees costing your company a lot of money but what is the solution?

I have known managers who would say, "I am too busy - somehow this will take care of itself. I don't have time to deal with it."

I have never seen problems like this go away or somehow disappear or resolve themselves without intervention. What is more likely is these types of problems get worse and spread. What once was a "mole hill" becomes a "mountain" sized problem with time.

Generally speaking "actively disengaged" employees fall into one or both of two types or problems. The first, is a "performance based problem" and the second is a "discipline" based problem. As I said there are some "actively disengaged" employees who are both.

Fire Fast?

It is tempting to say just fire them as fast as possible. Maybe.

I suggest you assess the situation first.

(Depending upon what country you live in and what company you work for your employments laws and options may be different. I am giving you what has worked for me and my circumstances.)

This is the time when managers are expected to be part psychologists and part human nature observer. To start you need to answer the following questions for yourself.

Is this a new employee or an employee who has been with your company a long time?

Is this a new problem or a problem that has existed that you have not dealt with?

What is this person's history - have they been a good employee and this is a new problem?

Is this a reoccurring problem? Have you documented what has been happening?

First Step

A good first step is to have a one on one talk with the employee that centers on expected results in "performance" and/or "behavior" and how the employee is lacking.

Can the employee give you explanations and/ or reason(s) for the problem and what he sees as resolution.

This is giving them a chance to save face and deal with the problem before you have to.

This conversation requires a lot of tact on your part as you do not want to be seen as advising your employee in areas you are not qualified to do (psychological) or forcing the employee to reveal private information that he does not have to tell you.
The bottom line is you may or may not get any information that will help you understand what is going on. If you have a good relationship with the employee that is built on trust then you are more likely to get some answers that shed light on the problem.

Remember, you want to focus on the expected results for performance and/or behavior not the person.

Example for performance problem: maybe your performance standard requires your employees to make 100 widgets an hour and this "actively disengaged" employee is making only 75 widgets per hour.

Making only 75 widgets per hour is what you focus on and not anything else about the employee.

Example for discipline problem: Employees are expected to be to work at 8am each day and sign in immediately in a log book recording the time they arrived.

Your "actively disengaged" employee does not sign in and you have noticed this person arriving at 8:15 - 8:30am each day.

Motivate"Actively Disengaged" Employee?

No. In some cases you can encourage the employee to do better and sometimes that will work - for a while. Unfortunately, with these cases, more is usually required to get the desired response.

Document!

By the way, if you haven't already done so - Document! Document! Document!
Document the performance and/or discipline problems and any conversations you have with the employee relative to either of these problems. Make sure you date these and consider using email to send a copy to the employee of such conversations and what was agreed upon as a way of independently documenting time and what was said.

You, as the manager, are going to have to decide are there circumstances surrounding this situation that tell you it may be a short issue and that you can work with the employee to resolve it?

Example: The employee's car is in the shop and he does not have reliable transportation to get to work but should have his car back in a week or two.

If he is a good employee normally then you probably want to give him some "slack" for a short time.

If this is a longer problem and an employee who has been a problem for a while and is disruptive and clearly costing you money then you really do have an "actively disengaged" worker and must do something quickly to resolve it.

Step Wise Process

The U.S. government, in its wisdom, has a step wise process for dealing with both performance and disciplinary problems. These steps are of increasing consequences for failure to improve until finally the employee is removed from his position or brings his performance or disciplinary problems up to expected results.

I personally agree wholeheartedly with the stepwise process giving the employee several opportunities for change and therefore the employee must own the responsibility for the outcome.

During this stepwise process, act in good faith to help the employee to bring his performance and/or discipline issues up to an acceptable level by giving him frequent feedback on his progress.

Bottom Line

The bottom line for you as a manager is you can not afford to ignore the problem.
That sends a very bad message to all of your employees. They will lose respect for you and become resentful of you if you do not resolve the issue in a reasonable amount of time.

You, as a manager, need to deal as quickly with the problem to resolve it as you can. This "actively disengaged" employee is costing you a lot of money and is probably interferring with your other employee's getting their jobs done because his performance and/or behavior are not acceptable.

After you have worked with the employee in good faith to show him what needs to be changed and gone through a step wise process of increasing consequences for failure then the next step should be clear. Either the employee has corrected the situation and can remain in your employment or the employee has not corrected the situation and must be released from employment.

copyright (c) 2009 Lois Moncrief All Rights Reserved

Please Send Me Your Comments

(you may comment on one or more questions - whatever you like)

I would like to publish the best responses in the next few weeks in my ezine.

When you send me your comments:

• Share with us a success story you have had if you would like to.

• Tell us what industry you are in.

• If you are willing for me to post your response in the ezine, please indicate that on the email.

• I will publish your first name and the city, state, country (whatever you give me if you give me permission to publish your response and success story).

Here are the questions for you to respond to, if you would like to participate

1. Do you think that 15% of your employees are "disengaged" and undermining what "engaged" employees accomplish?
   
2. Do you think your "disengaged workers" are costing your company money in lost productivity?
   
3. Have you been able to motivate your "disengaged employees" so they perform better? If so, how did you do it?
4. Have you fired one or more of your "disengaged employees"? If so, why?

You can post your comments here or your can email them to me at
lois@howtomotivateemployeesnow.com

How Much Money Are Your Employees Costing Your Business?
by Lois Moncrief

Gallup Management Journal Survey

A recent ( October 12, 2006) Gallup Management Journal (GMJ) survey of U. S. Workers classified employees into 3 types:


"Engaged - Employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward."(29% of US workers are "engaged" according to the GMJ survey)

"Not-Engaged - employees are essentially "checked out". They're sleepwalking through their workday, putting time - but not energy or passion - into their work."
(56% of US workers are "not-engaged" according to the GMJ survey)

"Actively Disengaged - employees aren't just unhappy at work; they're busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish." (15% of US workers are "actively disengaged" according to the GMJ survey)

15% of U.S. Workers are "Actively Disengaged" Costing the U.S. Economy $328 billion

Further, "GMJ's 2006 Q2 survey found that, of all U.S. Workers 18 or older, about 20.6 million - or roughly 15% - are actively disengaged. Gallup estimates that the lower productivity of actively disengaged workers costs the U.S. Economy about $328 billion."The $328 billion were average data points collected quarterly Q4 2000 through Q3 2002 and then every other quarter thereafter from 2003-2006 so the cost is fairly consistent at $328 billion over those quarters from 2000-2006. Source: Gallup Management Journal, "Gallup Study: Engaged Employees Inspire Company Innovation" October 12, 2006.

http://gmj.gallup.com/content/24880/Gallup-Study-Engaged-Employeees-Inspire-Company.aspx

Each "Actively Disengaged" Worker Costs His Company About $15,922.00

If you take $328 billion and divide it by 20.6 million actively disengaged workers, you find each "actively disengaged" worker costs his company an average of $15,922.00.

U. S. Department of Labor Bureau of Labor Statistics Press Release April 16, 2009

According to a recent press release (April 16, 2009) from the U.S. Dept. of Labor Bureau of Labor Statistics, the usual weekly earnings of wage and salary workers for the first quarter of 2009 are: "Median weekly earnings of the nation's 100.2 million full-time wage and salary workers were $738 in the first quarter of 2009."

http://www.bls.gov/news.release/wkyeng.nr0.htm

$738 x 52 weeks gives $38,376.00 per year for a median salary or wage .



The Median "Actively Disengaged" Worker Costs His Company 41% of His Wages in Lost Productivity


For the actively disengaged worker with a median salary of $38,376.00, $15,922.00 is 41% of his salary or wages. So that worker is costing his company 41% of his salary or wages.

How Much Are Your "Actively Disengaged" Workers Costing You?

How many actively disengaged workers do you have working for you?

What % of their salaries is your company losing every year?

How much are they costing your company?

How long can your company afford to go on before you deal with your actively disengaged workers?

What if, instead of costing you $15,922.00 in losses, you could either get that worker to contribute productively his share to the company or if not, he's out the door?

In fact, what if you could do that with each of your 15% "actively disengaged" employees?

What if You Could Make the 56% of "Not Engaged" Employees You Have More Productive?

What if you could move the 56% of "not engaged" employees you have into the top group of "engaged" employees making the "not engaged" employees more productive?

How can you use the top group of your 29%" engaged employees" to bring your other employees' production up?

copyright (c) 2009 Lois Moncrief All Rights Reserved

Don't Lose Out - To Have or Not to Have Engaged, Motivated Employees

Now is the Time to Retain Those You Have and Consider Hiring More
by Lois Moncrief

Some think that the economy has seen the worst of this recession and may be starting to recover. So maybe everyone can breathe a sigh of relief.

Companies that cut the fat down to the bone to survive can now feel like maybe all that work and suffering was worth it. After all, the company made it through.

Companies unloaded their subpar employees ("bottom dwellers") and can now look toward a brighter future and plan for that future.

As Finances Improve It is Tempting to Consider Hiring More Staff

You probably don't want someone else's rejects though, do you? You unloaded your subpar employees so did everyone else.

So you may have to go "head hunting" after someone's else's talent and steal them from your competitors. You may be able to do that with the right offer and other enticements.

BUT watch your back because your employees may be looking for better employment opportunities for themselves and/or companies and head hunters may be trying to lure your employees away from you.

It could turn into a "feeding frenzy" out there soon.

Now is the Time to Come up with Your Game Plan

First, realize the value of what you have.

Good employees are like good customers. It costs money and its hard to find customers that will continue to buy from you and stay with you so if you have a good customer it is in your best interest to keep them happy and hold on to them.

The same is true with employees. After all, you spent money to find them, hire them, and train them, right? And now they have value to you because of their knowledge of your system and their ability to do the job. If they left, you would have to spend money to find, hire, and train a replacement who may not be nearly as good.

So How are You Going to Motivate Your Good Employees to Stay?

Is a bonus possible?

Is a raise possible?

Is promotion possible?

Is job enrichment possible?

Is employee development for future promotions possible?

Is there a mouthwatering project that they would love to work on that is available?

Recognitions

Rewards?

Incentives?

Keep these options in mind but first talk to your good employees one at a time.
Now is the time for subtlety. You are trying to find out how happy they are at work and what they need to be happier (and therefore stay) without coming out and bluntly asking them if they are planning to leave, etc.

If you know your employees and have cultivated a relationship with each of them, now is the time that is going to pay off because you will probably be able to tell by talking to them if any of them are dissatisfied and/or thinking of leaving.

This is a Good Time to be Proactive

Sweeten the deal they have with you in any way you can that is legal and appropriate for your situation.

Your good motivated employees are your engaged employees, your "movers" and "shakers". You need them now more than ever as your company climbs out of the hole and prepares for a bright future. They are your innovators, your go-getters - you need them more than you realize.

You especially need them if you are among the companies who practice the usual mode of when the economy goes south, the first group we don't need is research and development because we are in survival mode. So R & D is axed. Who are your innovators then? Yes, your "movers" and "shakers" step up to the plate.

So secure your own group of good employees before you start looking for more potential good employees.

One additional benefit of keeping your good employees who are highly motivated is that they are "self motivated" meaning a lot less work for you.

The Hunt

The important thing to remember is you are hunting for good employees, engaged employees, motivated employees, employees that will fit in and not be a "problem" for you or your organization.

Have you been "coveting" that prize employee who works for your competitor? If your competitor is still weakened from the recession, that employee might be persuaded that your company looks more solid and a better risk for him, or you may be able to offer a better salary and better benefits.

If you do not have some possible employees in mind, sometimes your staff may know of possible workers who would fit in. Move with caution here but don't discount any possibilities until you have checked them out.

"Hire Slow and Fire Fast"

"20% of Your Employees Will Cause 80% of Your Problems"

"An Ounce of Prevention is Worth a Pound of Cure"

are True

(So Don't Hire That 20%!)

You may want to re read the above bolded statements several times to make sure you have that firmly memorized.

Your goal is to hire workers who are very capable and either already motivated or could easily be motivated so take your time, check them out, interview them thoroughly. Hiring employees who are already motivated makes your life a whole lot easier.

I always checked out references and former work listed and education, etc. Make sure their resumes are accurate. Better to find it out now then after they are on board.

I would ask for and get 3-6 references for each applicant and I would call each one of them and really talk to them about the employee. I had very good luck doing this. Once I started hearing the same story from each of the references I began to think I was starting to see a picture of who I was considering hiring. I have found out a lot of good information from references that really helped me in screening and sifting through the candidates.

I also spent a lot of time checking out the accuracy of the information listed in the application and spent a good hour or more questioning each applicant in an interview.

Any time you spend to make sure you are making a good decision on whom you hire is time well spent. It will avoid a lot of headaches and wasted time later on.

Your Company's Future

Right now as the economy gears up you may have some excellent opportunities to pick up some good and well motivated employees. Look for hints in their records to see if their records show they are "movers" and "shakers", ask references about what the applicant has done, get the applicant in your interview to explain what he has done.

When you find good motivated employees, do what you can to hire them. Give them competitive incentives to come on board. you'll be glad you did.

The more "movers" and "shakers" the better. They are your company's future!



MOTIVATIONAL QUOTE

"Enthusiasm is the mother of effort.

Without it, nothing great was

ever achieved."

Ralph Waldo Emerson



Your engaged, motivated employees are your company's future.


MANAGEMENT SUCCESS TIP


"I not only use all the brains I have,

but all I can borrow."

Woodrow Wilson



Wise businesspersons do what they can to retain their engaged, motivated employees and work to hire more engaged, motivated employees.


As the economy recovers:

• Ensure your current motivated good employees do not leave for better offers by sweetening the deal you have for them.

• Take advantage of any opportunities you may have to lure motivated good employees away from weakened competitors with great incentives to join your company.

copyright (c) 2009 Lois Moncrief All Rights Reserved


For more management articles and information go to my website at www.howtomotivateemployeesnow.com

Motivating Employees through Empowerment
Is it What or is it How?

by Lois Moncrief

Is it "What"?

I have read many articles written for managers that urge you, the manager, not to tell your employees "what" to do. I don't agree! That is abdicating your responsibility as a manager to set goals and standards for each employee's job.

Many employees need to be told "what" to do. They want to know "what" are their responsibilities. They need you to make it clear "what" is expected of them. How can you expect them to do the job if they do not know "what" they are supposed to do?

You are the manager. It is your right and responsibility to assign work - to tell each employee what his job is and what you need him to accomplish. You have the right to set standards for the accomplishment of that work - quantity, quality, timeliness, etc. It is your responsibility to be realistic in setting these standards.

The Big Picture

Your employees do not understand the company the way you do. They understand their small part that they play in the company. They frequently do not understand the importance of their job or how it fits in with the rest of the company. You do understand these things.

You can help them understand the "big picture". You can explain cascading goals to them - company overall yearly goals and objectives, division goals and objectives, team goals and objectives and on down to their job's goals and objectives. Some will have some understanding of what you have told them. Others will not. Many will not understand the big picture. Many focus on their part only.

You can permit employees to give you suggestions and input on quantity, quality, and timeliness of product and/or service that they provide. They may have good ideas for you to consider. They are closest to the work. That is true.

BUT they do not understand the company's "big picture" like you do so it is up to you to make the final decisions of what will best serve the company's needs.

It is your responsibility to tell them what to do and give them standards that must be met to get the job done. You must hold them accountable for accomplishing their work by the standards you have set.

Remember, if things go wrong, the consequences will be your to bear as the manager and/or owner of the company.

Empowering and Motivating Employees Through the "How"

First, you have to assign the work you need each employee to do and give each employee the standards for the job in terms of quantity, quality, and timeliness, and any other factors you deem essential.

Next, you can empower your employees to decide "how" to accomplish the task within the parameters you have set on quantity, quality, and timeliness, etc.

This freedom to be creative and to find better ways of doing the job can be very empowering and motivating to your employees.

Picture at Right - rock climbers have to determine "the how" in climbing the mountain to accomplish their goal of victory at the top.

Pride and Ownership

When you allow your employees to determine the "how" to do their job, you are encouraging them to have "pride" in their work.

You are encouraging them to have "ownership" in "their part" of the company if you allow them to decide the best way or the "how" to do their jobs.

You can allow this as long as they do their jobs and meet your criteria for productivity, quality, and timeliness of the product and/or service.

Many employees will find the challenge of determining how to do their jobs faster and/or better very motivating.

Many will like the chance to be creative in their approach to this.

Many will develop more pride and ownership of their part of the product and/or service.

Picture of the Taj Mahal - when workers determine the "how" to do their job, they develop "pride" and "ownership" of the task and can produce something incredible.

Win - Win

What may amaze you is that by motivating them to determine the "how" and developing pride and ownership in their part of the company, they may find ways to do their jobs better and exceed some or all or the standards you have set.

Now you have created a "win-win". The company has won with the employee exceeding the standards (better productivity, or better quality, or faster service or product) and so has the employee who may now receive a bonus or higher pay for exceeding the standards.

My Story of Empowering Employees

I share this story as an example because it is the most likely one you may have heard of .

Disaster in Bhopal, India

(The background quoted from Wikipedia) "On December 3, 1984, a Union Carbide pesticide plant is Bhopal, India released 42 tons of toxic methyl isocyanate (MIC) gas, exposing more than 500,000 people to toxic gases. The first official immediate death toll was 2,259. A more generally accepted figure is that 8,000-10,000 died within 72 hours, and it is estimated that 25,000 have since died from gas-related diseases."

Union Carbide Pesticide Plants in USA

I knew there were Union Carbide Pesticide Plants in the U.S.A and I knew my employer, Occupational Safety and Health Administration (OSHA) would want to inspect these plants to make sure there would be no accidental releases of this toxic gas.

No Sampling and Analytical Method

There was no analytical method available at the time and it appeared it would be a difficult method to develop, especially the sampling part, because it was unlike other isocyanates due to its chemical and physical properties.

The next day, I assigned two of my employees the task of developing a method as quickly as possible. I told them what to do. Others worked harder to take up the slack of having these two employees diverted. The two employees I chose were experienced and capable.

One employee I assigned to work on the sampling part of the method. The other I assigned to work on developing the analytical part of the method.

I did not tell them how to do the task. I told them to coordinate the task together and give me a weekly update report on their progress. I trusted them to determine "the how". All I told them was I wanted it as fast as possible. There were guidelines on developing methods to guide them but, as I said this, would be a very difficult one because of the unique properties of methyl isocyanate.

I had given them a very difficult task in a short time as usually it takes approximately one year to develop an analytical method that meets all the criteria needed for sampling in different work environments and with different possible interferences.

Amazingly, within 3 weeks my two employees had nearly completed the task. They understood the need for the method and the need for speed. In addition, they quite frankly made good decisions and had some good luck.

It was then that my boss came to me and asked me to assign someone to develop a method for sampling and analyzing methyl isocyanate because Washington, D.C. National Office was ordering inspections of the Union Carbide Plants and would need a sampling and analytical method.

You can imagine his surprise when I told him we were already working on it and had it almost finished. It was finished in another week.

You see I not only empowered my employees who came through with incredible results but I was also empowered and trusted by my boss so I proactively took it upon myself to make the assignment.

What's the End of the Story ?

Exceptional Achievement Awards from the Secretary of Labor for developing the method so quickly!

AND I had two employees who, because of what they had accomplished, learned that they were much more capable than they may have realized a few months earlier. Were they motivated to do more? Absolutely!

AND because of their achievements they became more valuable assets to me and the center.


MOTIVATIONAL TIP

"Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity."

General George S. Patton


Picture of the Giza Pyramids at Right -
for centuries scholars have wondered in amazement how shaped rocks weighing tons were transported and lifted high to form the Great Pyramids and yet it happened due to ingenuity and hard work.


MANAGEMENT SUCCESS TIP

"The company's most urgent task is to learn to welcome, beg for, demand - innovation from everyone."

Tom Peters


Picture at Right - encourage your employees to "imagine the how" to do their jobs better and to be "creative" at seeing new possibilities for doing their jobs. Encourage innovation and they just might be the one to create the new Post It Note, the new Penicillin, the new Hybrid Car, etc.




For more articles on motivating employees visit my website at www.howtomotivateemployeesnow.com

copyright (c) 2009 Lois Moncrief All Rights Reserved

freedom and independence

Hi again!

Today (July 4th) is independence day celebration for the USA.

I spent today with family and watching fireworks.

I have also spent some time today thinking how grateful I am for the freedom and independence I have.

I hope all of you have the same freedom and independence in your business and your life!

To Your Success!
Lois