The John Adair Handbook of Management and Leadership

Chapter 7: Motivation and people management 165

YES









NO









Manager’s motivating checklist (continued)

DO YOU

Review the overall performance of each individual

regularly face-to-face?

Match financial reward to contribution?

Make time to talk and listen so that you understand the

unique and changing profile of needs and wants in each

person and work with what you find?

Encourage able people with the prospect of promotion

within the organisation?

Getting the best from people

Be motivated yourself

Enthusiasm and motivation inspires others and the badges of good

example setting are that you should be :

• public – make sure you act in the open


• spontaneous – do not appear calculated


• expressive – do things because they are natural to you not for
  effect


• self-effacing – setting a good example is not glory-seeking.
  Motivation is contagious so you should be infectious! If you are not
  motivated yourself, you cannot motivate others and you should
  examine the reasons why you lack motivation. Symptoms include
  having little or no interest in the job, wanting to arrive late and leave
  early, wanting to leave the job, feeling active dislike for it and feeling
  out of place in it.