a team lunch
a team outing – to a trade show to see the company’s exhibition
stand, or a boat trip down the river
an office treat – spoil them at work: arrange a cooked breakfast for
them
redecorate the workplace so it’s brighter and more pleasant to work in
buy more comfortable chairs for the meeting room
give them a better coffee machine, or a cold drinks dispenser.
Motivating in difficult situations
So far we’ve looked at motivation in fairly standard, average circum-
stances. But there are some situations which make it much harder to
keep people motivated. So before concluding the chapter, let’s have a
look at some of the commonest difficulties.
Motivating temps and part-timers
This is actually nothing like as difficult as many people think; the solu-
tion is very simple: treat them in the same way as full-timers:
pay part-timers the same rate pro rata as you do full-timers;
when you have temps working on the team, make an effort to see
that everyone knows their name. Use it yourself, especially in front
of others;
follow the same guidelines about keeping them informed and involv-
ing them;
include them in team activities and team rewards;
give them individual rewards and bonuses when their performance
deserves it;
if you set a good example, the rest of the team will follow it and treat
temps and part-timers with the same respect as the other colleagues.
MOTIVATION
49
Motivating a team that’s never there
It’s hard to build and maintain team spirit among people who never see
each other: sales engineers who are always on call, regional managers
spread around the country or sales staff out on the road. However, these
are useful pointers:
the key thing is that these people have to meet as a team sometimes:
once a week if you can manage it, but at least once a month;
make sure you stay in regular touch with them all, by phone if nec-
essary. If there’s no reason to ring, do it anyway – tell them you’re
calling to keep in touch and see if they need anything, or to give them
a bit of company news;
arrange team meetings by conference call;
keep in touch by group email, and encourage team members to reply
to everyone, and to send group emails themselves when it’s relevant;
go out of your way to promote team activities, team lunches and
drinks after work;
train the team as a single group if you possibly can;
if you have one or two team members working at a fixed site who see
more of the rest of the team than everyone else, get them on your
side. Explain that you want to create a team feeling, and ask them to
help. For example, ask them to encourage contact between other
team members, and refer them to each other for help or advice rather
than passing them on to you every time.
Motivating people to accept difficult or unpopular decisions
You can usually make people go along with decisions they don’t like, by
giving them no choice. But they’re unlikely to put everything they’ve
got into making such decisions work. So what you really want to do is
to get them on your side. They may still not like the decision, but on bal-
ance they can see the sense and they want to make it work – and that’s
motivation. Here’s the technique:
HOW TO BUILD A GREAT TEAM
50

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