Laura Maver Ward is President and Founder of Dovetail Business Advis= ors, Inc

Business Success Begins With Motivating Employees
Your enthusiasm is the key ingredient in inspiring your workers

By Laura Maver Ward

Business owners and managers continue to struggle with one very critical aspect of growing a business: They don't know how to motivate peop= le. In this "breakthrough business strategy," I am going to help you understand how to hire and motivate your employees so that they are ready a= nd willing to give you and your customers their very best.

Hire Performers, Not Actors<= /b>
It starts in the hiring process. Be careful not = to fall into the trap of hiring for perceived enthusiasm alone. Many candidates are hired because of their ability to interview well. Typically, they are judged on personality, first impressions, social confidence, assertiveness, appearance, extroversion and verbal skills. Does this one-act play sound familiar?

To increase your hiring success quotient, ask masterful questions that focu= s on assessing initiative, team skills, ability to achieve objectives, technical competence, managerial and organizational skills, intellect, leadership and emotional intelligence.

Hire and Fire for the Right Reasons= at the Right Time
If you have made a bad hiring decision, you aren't alone. In a survey by Lou Adler, author of Hire with Your Head, 95 percent of managers said they had = made bad hiring decisions, 95 percent indicated that hiring is number one or two= in importance and 95 percent admitted to not liking the hiring process. Frankl= y, I think the other 5 percent weren't being open and honest.<= /p>

As a business coach, I see bad hires all the time. I also see loyalty to bad hires all the time. If you are more committed to their success than they ar= e, it's time to cut the umbilical cord-as quickly as you can. Holding on to th= ese people only prolongs the inevitable and slows down your ability to grow a thriving organization.

Is Your Organization "On Purpose"?
Hiring great people is only the beginning. Every employee needs to know why your business exists and what problems you solve for your customers. Do you want to know how well you have communicated this in your business? All you = have to do is ask. Put your ego aside, get out of your office and walk around and ask this question. "What do you think is the purpose of our organizati= on? If this is something you haven't communicated effectively, you will receive= as many different answers as the number of people you ask. You may even get so= me blank stares.

Running an organization that is not "on purpose" is a front row ticket to the land of mediocrity; or worse, bankruptcy. I don't know about = you, but I don't know many people who started their business with mediocrity or bankruptcy as a stated goal!

Motivating Yourself First Is the Se= cret Ingredient
Motivation is both universal and personal. Motivation is universal because it's the fo= rce that drives each of us to take action. It's personal because each of us has= our own set of personal needs, desires and dreams in life that serves as our motivating forces.

Before you can motivate others, you must know-and be able to communicate-wh= at motivates you. This must be communicated up, down and all around.

Once you are satisfying your own needs, you will have the capability to help motivate others.

It's the job of a manager to get to know each individual and understand what motivates him or her. How? Just ask!

Before people can satisfy the needs of the organization, they must have the= ir own needs satisfied. Seems counterintuitive, doesn't it? It's not! The employees walking through your front door each day have to feel good about = themselves first. Only then will they be able to care = about your customers, and about your needs as a business owner or manager.

Be the Spark Plug That Generates Electricity
Motivation is contagious. Business owners and managers must model the behav= ior they want to see in others. Have you ever been around someone who is enthusiastic? How did it make you feel? Also, think about the difference wh= en you are around people who are negative.

Frank Bettger was a baseball player in the early 1900s. He was fired from his first ball club, the Tri-State League in Johnston, Pa. He was devastated and had to know why. The manager told him, "You're l= azy! You show no enthusiasm! You look like a ballplayer who<= /span> has been on the field for too long."

Bettger couldn't believe what he heard and expl= ained that he was very nervous and was trying to stay calm. The manager told him = that his behavior was holding him back and that he needed to change in order to = be a successful team player.

A friend of Frank's was able to get him a job in a minor league club in New Haven, Conn. His pay was cut by 66 percent. Because of his setback, he knew he had to ma= ke changes. He fully committed himself to over-the-top enthusiasm. No one knew him, so he could "act" any way he wanted. The presence of his newfound enthusiasm helped him overcome his nervousness, helped others be enthusiastic and made his self-confidence soar. Within 10 days, his salary = was increased by 700 percent. The local newspaper nicknamed him "Pep."= ;

Two years later, he was in the major leagues playing third base for the St. Louis Cardinals. By this time, his salary had increased by 3,000 percent. Unfortunately, a serious injury ended his baseball career two years later. That's when he decided to get into sales. He struggled for a while because = his enthusiasm was again lost. When he became aware of his self-destructive behavior, he committed to being the most enthusiastic salesperson he could = be. As a result, he became one of the top insurance salespeople in the country.=

Take a good look in the mirror. Are you enthusiastic, or are you the reason= why your people aren't performing the way you want. You too can be the spark pl= ug that generates lots of electricity!

Motivation Doesn't Have to Cost Mon= ey
Research has shown that pay, benefits and working conditions are important,= but do not produce long-term motivation. It's the absence of these factors that produces a lack of motivation. If you are a business owner or manager and y= ou hear "money motivates me," dig deeper. Ask more questions and lis= ten. You need to find out what really motivates people and what makes them feel important. Be sure to follow through and give rewards that interest each individual.

Bob Nelson is a motivational guru and has written several great books that = will give you many ideas relating to energizing, motivating and rewarding employ= ees. I give these to my clients or recommend them to people who need help in this area. Click here to learn more.

Act Now and Watch Your Busine= ss Grow
Developing a program to motivate people is critical to your business succes= s. But it's not a program that is "one size fits all." It requires introspection, powerful conversations, listening skills, knowing your peopl= e on a deeper level, a positive attitude, the ability to embrace change, commitm= ent, and, finally, an action plan. Your company's most valuable asset is your people. Invest in them and invest in yourself. Hire a business coach, if you don't have the internal resources to manifest change. That, my friends, is = your "breakthrough business strategy."

Laura Maver Ward is President and Founder of Dovetail Busin= ess Advisors, Inc. (www.dovetailad= visors.com), a mergers and acquisitions and business coaching and consulting firm. Dovet= ail helps business owners run their business, so they can live today…and retire tomorrow…in the style they want and deserve. She can be reache= d at 816-448-3777 or breakthroughstrategies@dovetailadvisors.com.<= /p>

Re-Print Permission

This article may be reprinted if the following conditions are = met:

·         The article is reprinted in its entirety.

·         The complete tag with the author's name and contact informatio= n is included immediately after the article.

·         A copy of the printed article is mailed to the Laura Maver War= d at Dovetail Business Advisors, Inc., 2300 Main Street, Suite 900, Kansas City, MO 64108 within 30 days of publication.

·         The article is presented in a positive light as part of an appropriate business related publication.

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