Motivating Superior Performance

• Outline

• Individuals

  • Sources of Motivation

    • Internal Motivation

    • External Motivation

  • Myths About Motivation

• Groups

  • Joiners and Loners

    • Why People Join Groups-Or Don't

  • Reducing Group Resistance

    • Avoid Confrontations

    • Don't Flaunt Your Authority

    • Forgive Occasional Minor Infractions

    • Work With Informal Leaders

    • Don't Make Your Employees' Worst Fears Come True

• Leadership

  • What Makes Leaders Effective?

    • Develop Your Employees

    • Communicate Clearly

    • Appreciate Your Employees' Work

    • Set Appropriate Limits

    • Don't Interfere

  • What Makes Leaders Ineffective?

  • Are Effective Leaders Born or Made?

  • How Can You Become a More Effective Leader?

• Unions

  • Strategies for Nonunionized Companies

    • The Logic of Each Strategy

    • The Tactics of Each Strategy

  • Strategy for Unionized Companies

• Money

  • Who Is Money-Motivated?

  • What Will People Do for Money?

  • How Much Money Motivates Extra Effort?

  • Using Money Realistically

• Jobs

  • What Makes a Job Boring?

    • What Makes a Job Motivating?

    • Making Jobs Motivating

  • Changing Managers' Attitudes

• Stress

  • Excess Stress

  • Too Little Stress

  • Managing Stress

• Motivating Yourself

• For Further Reading

Keywords:

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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