Care Modle (Motivation)

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    C=Creative Communication

    A=Atmosphere andAppreciation for all

    R=Respect and Reason for

    Being

    E=Empathy and Enthusiasm

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    A survey shows that the averagemanager Spends 80% of his time

    communicating:

    10% Writing

    15% Reading

    20% Listening

    30% Speaking

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    TIPS TO IMPROVE

    COMMUNICATION

    Talk the language of the troops in thetrenches, not that of the crowd in the ivory

    tower. Be clear and consistent

    Dont rely on one avenue ofcommunication use everything from e-mailto videotapes.

    Provide creative recruitment ads and hiringprocedures.

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    Share important information frequentlyand honestly through open forums andstate of the organization meetings.

    Provide formal, informal, vertical, andhorizontal channels of communication.

    Keep in touch with employees at alllevels through face to face interactions.

    Offer constant informal feedback.

    Make expectations clear. Involve all employees in decision

    making

    Promote creative, positive meetings.

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    Bob Wall once said:

    The very best working

    environment is one in which people

    can work hard and disagree openlyabout professional issues without

    taking things personally, all the

    while caring about each other very

    much as human beings.

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    HOW TO CREATE A

    POSITIVE WORK ATMOSPHERE

    Encourage fun in the workplace.

    Create a good physical place to work, includingneeded resources to do the job right.

    Establish a mentoring program.

    Actively promote positive relations among co-workers.

    Support frequent contests, celebrations, and team

    building activities. Build a atmosphere of trust and fairness.

    Make employees an essential part of thecompanys community-an inclusive, extendedfamily relationship.

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    .

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    Three billion people on the faceof the earth go to bed hungry

    every night, but four billion

    people go to bed every night

    hungry for a simple word of

    encouragement & recognition.

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    Get to know employees and individuals(personalization of appreciation, rewards, andrecognition). What is their passion?

    Find out what is satisfying and dissatisfying toeach employee.

    Make rewards and recognition constantlychanging.

    Delegate responsibility for programs ofrewards and recognition so employees at alllevels are involved.

    Make appreciation a part of daily managementroutine.

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    Zig Ziglar once said:

    You never know when a

    moment and a few sincerewords can have an

    impact on a life.

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    15% of American workers said

    they had the opportunity to use

    their strength every day.

    69% said they didnt even get to

    use them once a week.

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    The Hudson and walker study went on tocite six management qualities that are most

    important to instilling a commitment fromemployees:

    1. Fairness (including fair pay)2. Care and concern for employees

    3. Workers satisfaction with routine jobactivities.

    4. Trust in employees5. The reputation of the organization

    6. Work and job resources.

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    To increase respect for its employees,

    Organizations must:

    Foster flexibility in every area hours,benefits, tasks.

    Provide ongoing training and personal

    developmentgrowth opportunities.

    Develop an organization-wide code ofethics and cascade that process down to

    each team-agreement on behaviors theywill use with one another in dailyinteractions.

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    Give employees freedom whenever

    possible to choose projects and findchallenging work according to their

    interests, skills and passion.

    Provide internal promotion and transferopportunities.

    Focus on giving up power, not

    accumulating it. Adopt servantleadership as a guiding principle.

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    When people feel they are being for

    service to something larger thanthemselves, then something happens thattranscends logical thought andpossibilities; the undoable gets done, the

    impossible is possible. People now wantto find purpose to their lives in generaland their work in particular, and there is agrowing awareness that what we do all

    day has some bearing on ourselves asindividuals, on our communities, and onthe world.

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    Tim Webster, the CEO of AmericanItalian Pasta Company, the largest

    producers and marketers of dry pasta inNorth America, says, I think that it is theessence of the ultimate leadersresponsibility to create a clearly

    understood reason for being for thecompany and to pursue that reason forbeing with passion and tenacity Ibelieve that peoples motivation will be

    greater and more sustainable if it comesfrom the heart and the stomach thanpurely from an intellectual belief. I thinkyou have to stir them from the inside.

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    How is what

    I

    do every day

    making

    someones life

    better?

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    To give their employees a reason forbeing, organizations must:

    Emphasize the deeper, broader purposeof each persons work-how is what theydo every day making someones lifebetter?

    Engender pride and commitmentthrough the organizations culture andbrandHow are we special?

    Help employees to understand theorganizations mission statement, visionand values and how these apply to theirday to day working.

    Encourage employees to write their ownpersonal mission statements. Support character development and

    integrity training. Promote a spirit of family in the

    organization.

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    The moral is simple: If you satisfy their deep

    employees become more cognitively and

    emotionally engaged and will performbetter. And this is so across national and

    corporate cultures, in all occupations,

    regardless of rates of pay, because theunderlying needs are universal.

    James K. Karter

    Taking Feedback to the Bottom Line,

    Gallup Management Journal, Spring 2001

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    Need more fun 68%

    Need a long vacation 67%

    Often feel stressed 66%

    Feel time is crunched 60%

    Want less work, more play 51%

    Feel pressured to succeed 49%

    Feel overwhelmed 48%

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    Dont leave your heart just for your family. Bringit inside and take a risk because that showsyouregoing to show people that you are 100 percent

    involved in the business, and you want them to be100 percent involved. Many leaders fail todevelop themselves from a human perspective.Thats a very serious thing I am saying,

    Leaders dont like to share their humanity.Many have a hard time letting their souls out.

    Too many tend to be afraid to inject their heartfeltemotions into the business so that their people

    can sense that this is a human being, not just abottom line person. The greatest corporationsin the world and the greatest passionate militaryor spiritual leaders are people that touch your

    soul, not just your head.

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    In order to empathize with theiremployees, organizations must:

    Support work/life programs. Foster understanding of personal

    concerns/problems/needs.

    Encourage job shadowing andexchanges.

    Provide monthly and yearly social

    welfare opportunities, encouragingemployees to give back and careabout the world outside their owndoors.

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    Cultivate the ability to love living.

    Love people, Love the sky underwhich you love beauty, love God,

    the person who loves becomes

    enthusiastic, filled with the sparkleand joy of life. And then he goes on

    to fill it full of meaning. The proper

    function of man is to live, not to

    exist.

    NormanVincent Peale

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