Page 175 - The John Adair Handbook of Management and Leadership

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Manager’s motivating checklist (continued) YES NO
DO YOU
Review the overall performance of each individual
regularly face-to-face?

Match financial reward to contribution?

Make time to talk and listen so that you understand the
unique and changing profile of needs and wants in each
person and work with what you find?
Encourage able people with the prospect of promotion
within the organisation?

Getting the best from people

Be motivated yourself
Enthusiasm and motivation inspires others and the badges of good
example setting are that you should be :

• public – make sure you act in the open
• spontaneous – do not appear calculated
• expressive – do things because they are natural to you not for
effect
• self-effacing – setting a good example is not glory-seeking.

Motivation is contagious so you should be infectious! If you are not
motivated yourself, you cannot motivate others and you should
examine the reasons why you lack motivation. Symptoms include
having little or no interest in the job, wanting to arrive late and leave
early, wanting to leave the job, feeling active dislike for it and feeling
out of place in it.

Chapter 7: Motivation and people management 165