Who are your employees

management10 boss motivational killers

The best lesson in employee motivation is shockingly mundane. And doesn't even cost anything. It reads: stop demotivating. More and more companies come up with new and increasingly expensive benefits in order to first recruit and then retain employees. You let your motivation cost you a lot. This is not necessary at all. As a rule, employees bring a healthy dose of motivation and are passionate about new tasks, but all too often the fire is suffocated.

A popular example comes from the insurance industry. A group had proclaimed the "year of life insurance". All employees pulled together and did everything in their power to increase the life insurance business. And indeed. With the utmost effort, they managed an increase of 50 percent. At the end-of-year party, the CEO thanked him, and the workforce was in a celebratory mood. And then the boss said this one sentence that drove the mood down: “... and next year we will increase this amount by another 30 percent. That is our new target for the year! ”Keeping the result would be a success. After all, all employees had subordinated themselves to one goal, put other tasks behind, sacrificed themselves. Increasing the result again seemed impossible. The praise fizzled out, it almost sounded like a reproach, after: “There is still room for improvement.” Nobody could be happy about what had been achieved that evening. The motivational killer had fired a shot.

The National Business Research Institute in Texas has devoted a study to the subject of demotivation and compiled a list of how managers take the fun out of work for employees and thus endanger the productivity of the company. These are the ten biggest motivation killers:

# 1 pessimism

The boss should be a shining example. Skeptics, cynics and complainers, who talk badly and prefer to criticize rather than praise, kill motivation in the long run. If everything is bad anyway, why should the employees tear themselves apart?

# 2 salary

Money is not everything. But little money can lead to a lot of resentment. The salary structure in a company should be balanced, and pay should be based on performance. Those who do a lot and good should also get paid for that. Because the salary is always a sign of appreciation. But if performance is not reflected on the payslip, there is a risk that the employee will soon only work according to regulations. Because Helmut Kohl was right in this: "Achievement must be worthwhile."

# 3 uncertainty

Anyone who thinks the boss has him on the kieker, or is afraid of losing their job because consultants and optimizers are constantly roaming the corridors of the company, will not do the best work. Even if some bosses believe that the pressure will encourage them to work harder. But those who fear for their existence rarely have a clear head for their job. Rather, he struggles with worries and fears about the future.

# 4 pressure

The number one motivational killer is stress. In the short term, stress can help improve performance. On the other hand, constant pressure is dangerous to health and kills motivation. Anyone who sleeps poorly because of stress, struggles to get out of bed in the morning and is reluctant to drag themselves to work will not be able to motivate themselves to work. It is a fallacy that motivation can be built up through pressure.

# 5 Contempt

Anyone who does a good job is proud of it. And would like to be praised for it too. A simple "thank you" can work wonders. Praise and recognition are still the best motivations. But the superiors often overlook the outstanding work and only react if there is a mistake. Goodbye motivation.