How to motivate your employees

By Misty Belardo

For those of us who are employed, we know there are things that motivate us to work and really give our best to the company we work for. I am just lucky I guess that I love my work. I also love the things my company has given me in terms of training and benefits which go along with working there for almost 3 years now.

For our readers who are employers, or who are considering starting their own business, there are some things you need to consider in order to achieve a good volume of work and productivity from your employees. Maybe you think that the employees you currently have are a problem, or hard headed. Maybe you should consider that they just need a nudge or need to be motivated.

I found a video that I hope can help you. This video discusses some valuable steps that can truly help you motivate your employees:

Step 1: Motivate 'YOU' first

Step 2: Get to know your employees

Step 3: Use smarter goals

Step 4: Delegate authority

Step 5: Work out a reward system

Keys to Being Excellent at Anything

If you want to be really good at something, it's going to involve relentlessly pushing past your comfort zone, along with frustration, struggle, setbacks and failures. That's true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is that being really good at something you've earned through your own hard work can be immensely satisfying.

Here, are the six keys to achieving excellence that have been found most effectives:

• Pursue what you love. Passion is an incredible motivator. It fuels focus, resilience, and perseverance. Do the hardest work first. We all move instinctively toward pleasure and away from pain. Most great performers, Ericsson and others have found, delay gratification and take on the difficult work of practice in the mornings, before they do anything else. That's when most of us have the most energy and the fewest distractions.
• Practice intensely, without interruption for short periods of no longer than 90 minutes and then take a break. Ninety minutes appears to be the maximum amount of time that we can bring the highest level of focus to any given activity. The evidence is equally strong that great performers practice no more than 4½ hours a day.
• Seek expert feedback, in intermittent doses. The simpler and more precise the feedback, the more equipped you are to make adjustments. Too much feedback, too continuously, however, can create cognitive overload, increase anxiety, and interfere with learning.
• Take regular renewal breaks. Relaxing after intense effort not only provides an opportunity to rejuvenate, but also to metabolize and embed learning. It's also during rest that the right hemisphere becomes more dominant, which can lead to creative breakthroughs.
• Ritualize practice. Will and discipline are wildly overrated. As the researcher Roy Baumeister has found, none of us have very much of it. The best way to insure you'll take on difficult tasks is to ritualize them — build specific, inviolable times at which you do them, so that over time you do them without having to squander energy thinking about them.

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The Surprising Truth About What Motivates Us!

Money? That’s probably the most obvious reason why people work. But science seems to prove that the notion is wrong. According to studies, which are conducted over and over again across different regions, it was proven that money may not necessary improve work quality. In fact, it may even cause it to drop.

For hard laborers like factory workers or movers, more money usually leads to higher productivity. On the other hand, when work gets more complicated, like conceptual and creativity thinking, monetary benefits as motivators don’t work.

The best use of money as a motivator is to pay people enough to take the issue of money off their minds while work fills them. Once money issues are settled, there are 3 other factors, which lead to better performance and personal satisfaction. They are autonomy, mastery and purpose. The video below will do the explaining.