Workplace Trust Is A Better Incentive Than Material.

In terms of how to motivate employees, more managers of enterprises think of material incentives first, that is, how much performance you can make, enterprises give you corresponding returns. Conversely, if employees expect higher returns, they should strive to make better performance.

From the system level, this kind of "high performance, high reward, personal pay and return match" result management is exactly the management effect we have been pursuing.

But after all, man is a complex complex of emotions, and management is not a clear mathematics that can be calculated.

As a modern workplace person pursuing "self realization of personal value", we need not only the sense of fairness of the system, but also the flexible humanized management.

We compare it through a famous psychological experiment.

Ogden, a western psychologist, conducted a vigilance experiment in 1963 to test his alertness by recording the ability of the tester to distinguish light intensity changes.

The testers were divided into 4 groups:

Group A: for the control group, do not apply any incentives, but generally inform the requirements and operation methods of experiments.

Group B: the selection group was told that they were selected, the most capable of perceiving, and the least they should be.

Group C: competition group. They learned that the group should be judged by the number of errors.

Group D: reward and punishment group. Every time a mistake occurs, a fine is awarded, and a small bonus is issued every time.

But the psychologist's results were unexpected: after testing, the B group had the strongest alertness.

People in group B received good trust and positive psychological hints, and they performed better than those who hoped to win in competition, fear of being punished or wanted to win.

It can be seen that performance appraisal, rewards and punishing, performance ranking, and final elimination are not good motivating employees to fulfill their potential, but giving employees the necessary trust and encouragement can result in better results.

Therefore, leaders should not be afraid of "bright sunshine for employees". They should learn to give their employees some expectations and trust words, so that employees can be confident in themselves and accept the challenging work with physical and mental pleasure.

Trust is the best incentive for employees, but for managers, it represents an ability.

The first is dare to authorize.

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As a management consultant, we have seen too many business owners, who are too numerous to do so, but in fact, it is a manifestation of distrust of others.

Because of distrust, they dare not delegate authority. They should deal with matters of size or whether they should be managed or not. They not only hurt themselves greatly, but also greatly hurt their subordinates' enthusiasm: since your boss is omnipotent and everything needs to be inserted, I still enjoy myself. So, the busier the busily, the more busy they are, and at the top of the company there is a strange circle of "people can not do their work".

Is it not a great waste of human resources that an enterprise can not fully stimulate and effectively utilize its high-level capabilities?

Secondly, we should have tolerance of others.

Often heard

"No, I don't trust him," he complained.

The implication is that the employees are not satisfied and fail to win.

But in turn, if you want to think about whether you are strict with the requirements of your employees? Because the more capable people are, the more often they are less consistent with the ordinary people. Just like Sun Wukong, on the one hand, they are capable of being able to bring down the devil, and on the other hand, they can not escape from some monkey spirits.

The responsibility of a manager is not to find out the shortcomings of employees, but to find out their respective strengths and help them develop their weaknesses.

So tolerance is embodied in two aspects: one is to tolerate employee personality, the other is to allow employees to make mistakes in the process of trying. Two

American scholar Francis said, "you can buy one person.

You can hire a person to a regular job, you can buy time or day to date technical operation, but you can't buy enthusiasm, you can't buy creativity, you can't buy all your heart, you have to try to fight for it.

Managers trust employees, which is equivalent to helping employees make a commitment to "I can do well, I can do well", and accept and accept the employee's commitment from a higher level, so the trade union is spontaneous and unremitting efforts to fulfill this trust based commitment and expectation.

Since management is a language plus mathematics effort, managers should consciously strengthen the "trust" ability.

Only trust based on tolerance and empowerment is the real trust. Otherwise, trust is a useless empty check, and it can not buy employees' enthusiasm from the bottom of their hearts.

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