Bad Managers Ignore These 5 Things #salestraining #salesmanagement #skospeaker #motivation

Now, in this paper theory motivation, I love the structure, but I think we need to update it because a lot has changed since 1943. So, I'd like to kind of revise it a little bit, call it maybe call it the theory of employee motivation. In other words, how do we keep employees motivated? And more importantly, if they're motivated, you know they're going to stay with the company, and I truly believe that motivation and retention are inextricably linked. So, here's how I would redo the hierarchy of needs. I would first begin at the base. And as opposed to physiological needs, I would talk about compensation. Compensation is something that every individual has to feel good about. In other words, how much are they making getting paid? So, if you're a manager or leader in a company, I would look at a compensation package and employee compensation package and say, "Is it fair? " What we need to do is make sure that employees at least have a base compensation package that they feel good about and comfortable with. Once you fulfill that need, then the next level up in the hierarchy would then be probably culture. Culture is where you feel like you fit in and it's you're also creating a sense of safety, right? Safety to maybe have dissenting opinions. Safety to be able to say, "I don't know. I don't understand. " Too often people feel intimidated and they don't really want to admit when they don't know something or they're afraid to speak up. So, we need to create that culture of safety. People feel safe and comfortable in that environment. — The next level up, once that's established, is camaraderie, right? Be part of a team. Be part You'll be connected to other people. Be working on projects where we're in it to win it together. And if you can create that, then the next level becomes This is where contribution kicks in. Contribution is important because not only do people feel like they want to contribute, they do want to contribute, but they also have to feel that those contributions are being recognized and appreciated. And if we can do that, then we move to the fifth level, which is we challenge them. We challenge them because we want people to grow. Then I'm going to want to stay at a company. I want to be there. Now, I don't know if I want to stay with the pyramid structure that Maslow introduced. I would probably use more of a house structure with five points because I think people bounce between those five different points quite often. And it's up to us as leaders and managers to make sure that those five dimensions, those five points, are always in play. And if we can do that, if we can ensure that those five pieces are always in play, then employees are going to be happy and eventually we're going to create superstars.