Mr. Muhamed Muneer

Every corporation, whether large or small, has its employees as its most valuable resource. Like any other resource, those employees can be integral to the success of the organisation or they can just take up space and budgets. Small businesses just cannot afford this.

I have interacted with persons experienced in some of the most motivated organisations in the world, and let me unlock some of the secrets to motivation. Yes, most performers are motivated by money; but that is just one weapon in the arsenal to own your employees' loyalty. Listed below are some potent motivators that have a cost ranging from zero to moderate. All can more than pay for themselves in the long run.

Recognition: Not just annual awards or employee-of-the-month designations which can be limiting. Consider a company-wide monthly MVP (most valuable performer) award that is based on suggestions from fellow employees. An MVP award should be based on overall performance during the month and takes into account the attributes that are most important to your firm (such as teamwork, problem solving, creativity, accuracy, etc.)

Field Trips: Invite your performers to attend client meetings or industry trade shows. The benefit is two-fold. The employee can get to know the client and develop a better understanding of them; plus they can see the reality of the "glamorous" trips that your staff must take.

Credit: The less credit you take and the more you allow your employees to enjoy the better. It is a rare environment where the "little guy" gets credit for something he did.

Be Vulnerable: Share information on your company's performance and your feelings about it. In some organisations, it would be impossible to open the books and disclose financial performance, but come as close as you can. Show your staff how you made or lost money during the quarter and ask them for their feedback on it. You may be surprised as to the responses you get. The number one reason financials are not disclosed is that management is afraid that the employees will feel that the owners are profiting too much. On the contrary, your employees will probably surprised as to how little you profit and will be overwhelmed by how much taxes, benefits, travel expenses, shipping expenses and utilities cost. Some organisations take this step further and share profit with the employees.

Note: In no case should you disclose salaries or highly confidential information.

Allow for Greatness: Giving your employee a chance to do something outstanding may be all they need. Top performers seek out opportunities to express themselves and to stand out. Your job is to support them in their quest for excellence and allow them to make some mistakes in the process.

Communicate: Whether by phone, on paper, video, audio or the Internet, the more frequently an employee is communicated with on the state of the company, the more motivated they will be. Recently, I came across a senior manager of a firm complaining: "Corporate does not keep me in the loop. I feel like I don't count." This is an undesirable situation.

Flex: Providing employees with a flexible schedule that can accommodate their lifestyle can be very motivating and can differentiate your workplace from your competitors'. Understanding that an employee would like a 30-hour work week (at 30-hours of pay, of course) and accommodating her may win her loyalty for life. Ditto for flex schedules that give employees freedom to attend to personal matters. If software firms and ad agencies are doing it and are successful, why can't everyone?

Time: Do not underestimate your importance to your employees. Taking time for lunch or small talk can be a memorable and motivating experience for them. Challenge yourself to lunch with an employee instead of a fellow executive; you may have more fun. The same goes for taking time to celebrate successes.

Lead by Example: Doing the "right thing," being courageous and being loyal are qualities that we need to show in ourselves before we can ask them of our employees. When you show that character, it inspires the entire organisation to greater performance. Basic rule: Don't ask anything of others that you are not willing to do yourself.

Employees are Customers: Treat them as customers. Because without employees, there would be no customers. When in doubt, treat the employee with the same respect and understanding you would a customer.

Ask for Input: Along with communication, ask for input on the design of your product or service, or solicit feedback on a particular programme. Just being asked is an honour, even if you don't or can't implement the idea.

Let Go: Letting go of difficult, unprofitable customers (or employees) can be very motivating to employees. It allows employees to know how much you value them or their efforts, it increases the value of your firm, and it also shows you are not willing to deal with unproductive relationships, whether customer or employee.

Eliminate Internal Competition: It is tough enough that you have competitors plotting your demise; there is no reason to contribute to the carnage with an incentive programme that pits departments or employees against each other. No more exclusionary awards like the "employee of the month". Allow more than one performer to achieve high standards; otherwise, you run the risk of demotivating those who know they can't win.

Speak Up: Most corporate executives have little time to meet their obligations, let alone speak on behalf of their company to business clubs. Consider allowing key employees to represent you and speak on your company. They will enjoy being an ambassador and may better empathise with your schedule demands.

Stuff: Reward employees with company polo shirts, caps, pens and whatever wearables are available. Turn your employees into walking billboards for your company.

The final keys to motivation are more strategic and less tactical. Number one, try your best to motivate your employees to do the things that you are motivated by. In other words, if increasing company profits is your primary motivation, focus your efforts on motivating employees to increase profits. Any other motivations could work against you. (For example, motivating employees to sell even if it is not profitable).

Secondly, be sincere. A vague "good job" or a "have a nice day" will mean little to any employee. Unless the "thank yous" are heartfelt, they will eventually backfire when employees start to expect a thank you for no particular reason. Motivating employees can be rewarding and inexpensive when you are willing to pay the price of communicating and sharing your business.

(By arrangement with Innovative Media)

Feedback and queries may be e-mailed to him directly at muneermuhamed@hotmail.com