The capacity to get things done through other people is the greatest ability you want to become a successful supervisor.
In fact, managing the actions of the others is the most difficult task in the world. Furthermore, the idea of depending on other people to get things done is inherently at odds with all the traits normally found in successful individuals such as confidence in one’s own ability, controlled urgency, assertiveness and a longing for management.
But if you crave success, you have to accept the proposition you have to learn to do less of the mission at hand yourself and devote more time inspiring others. The fact is that a manager can not inspire people. In the real world, people must motivate themselves. The supervisor is most likely to achieve his responsibilities as a motivator by offering an environment where motivation can happen.
Here’s the secret key. This environment exists when people are working in an organization that offers satisfactory answers to one simple question that everybody has on their mind: What’s in it for me?
fresher jobs may take several forms, but It Is Going to Normally Have to be composed of one or more of these ingredients:
O Money has become the clearest answer to the simple matter of self-interest that drives us all.
Money represents the power to purchase the necessities, as well as the”great things” of life. It means security and prestige. It provides a yardstick of success.
O Respect and recognition combine to make a record of highly valuable rewards. Mary Kay Ash, who built a merchandising power house by creating opportunities for people to motivate themselves to victory, announced:“There are two things people want over s*x and cash; they are compliments and recognition.”
O People want to be rewarded by having work they can enjoy doing and take pride in.
O everybody would like to feel what he or she’s significant as someone with influence over the result.
Evidently, nothing less than perfection could be accepted. Repeated attempts to inspire parachute packers and inspectors to perform a better job revealed little outcomes.
Last, the employees motivated themselves to 100 percent quality when they were needed to jump from planes sporting among the’chutes they’d packaged.