Imagine you have a favorite activity. You’re ready to engage in it all the time, from sunset to sunrise, every single day (or at least that’s how it feels). For some, it’s skiing, for others, the beach, for some, it’s sex, and for others, it’s chocolate. That’s not the point. Now, take a moment to carefully envision your favorite activity.
And now, let me tell you that I will pay you for what you do. To make the payment fair, I will require you to be present from 9:00 AM to 6:00 PM, implement an access control system with electronic passes that track breaks; I will establish a penalty system for tardiness; set a plan and monitor its execution; require weekly reports and prepare presentations for meetings and briefings; implement a dress code and code of conduct; write a couple of dozen important instructions; install cameras around the office; prohibit engaging in anything else besides your chosen favorite activity during work hours; I will unofficially encourage overtime and staying late at work. Do you still want to pursue your favorite activity under these conditions, or is that enough? Because I have plenty of other “employee motivation” measures up my sleeve. I almost forgot about such effective tools as “publicly reprimanding for mistakes,” “criticizing,” “keeping people in fear of dismissal,” or using “iron gloves.”
It’s interesting why managers, seeing that their employees are consistently late for work, choose to tighten the rules instead of trying to understand why the employees aren’t motivated to arrive on time.
And after all this, after implementing anything from the list above, corporate clients experience a surge in demand for various team-building activities. After all, despite the “motivational” events, productivity is declining, and the morale is sinking to an all-time low. Will these team-building activities be effective if, due to the measures outlined in the list above, the work that people do does not become more appealing to them, but rather more burdensome?
If you believe that your organization, department, or group needs team building, it makes more sense to spend money on hiring a mentor for the leader of the structure that supposedly needs this team building. The issue of team disunity, low motivation, inefficiency, and poor work quality is not about whether team building is happening or not, but rather about how the manager of that team behaves. What is their management style, how do they respond to inputs, what are their values, and, for goodness’ sake, do they even know the name of one of their employee’s daughters? A mentor will, in any case, be more cost-effective and will require fewer man-hours from your employees. The problem needs to be addressed at its root, not just superficially. symptom Пожалуйста, предоставьте текст, который вы хотите перевести.