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    cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people

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    Have you ever wondered if anything can get your employees to care about the work they're doing?

    Managers who are self-starters, who enjoy and are motivated by the work they do and the organization they work for, are sometimes puzzled by the perceived lack of motivation of their subordinates. The operative word here is "perceived", because they may, in fact, be motivated --- just not in the same way as you.

    If you think about it realistically, you don't necessarily want them to love the work, do you? What you expect is that they perform well on the job and contribute to the success of your department. They can do that without being cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people t

    Performance Improvement Countdown - 90, 89, 88...
    Putting a problem employee on probation is the most serious step in managing performance improvement. It's meant to be serious. This is the employee's last chance to become a satisfactory employee by performing up to your expectations.Prepare a detailed memo to the employee and copied to your supervisor (if any) and Personnel File. The subj
    by the work they do and the organization they work for, are sometimes puzzled by the perceived lack of motivation of their subordinates. The operative word here is "perceived", because they may, in fact, be motivated --- just not in the same way as you.

    If you think about it realistically, you don't necessarily want them to love the work, do you? What you expect is that they perform well on the job and contribute to the success of your department. They can do that without being cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people

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    "perceived", because they may, in fact, be motivated --- just not in the same way as you.

    If you think about it realistically, you don't necessarily want them to love the work, do you? What you expect is that they perform well on the job and contribute to the success of your department. They can do that without being cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people

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    em to love the work, do you? What you expect is that they perform well on the job and contribute to the success of your department. They can do that without being cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people

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    cheerleaders, because everyone is motivated by something. It's a matter of finding out what it is.

    Here are a few of the causes that might make your people tick:

    • Career ambition

    These people want to move up in the world, either in your organization or another. If they can clearly see the relationship between their performance in their current positions and the chance of promotion, that will do it for them. Your job is to help them see the possibilities.

    • Approval and validation

    In his groundbreaking 1982 fable, "The One Minute Manager", Ken Blanchard urged managers to "catch them doing something right." The idea was to give immediate positive feedback to people, which immediately makes them feel valued. Many people long for approval and validation, and will work hard to

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