Why do people work hard and try to perform well? Salary, status and security are the tangible pay-offs, but the core motivators that drive people to earn these rewards are less easily identified. Author Thad Green offers several simple but practical methods to inspire employees that go beyond the standard rhetoric perfected by other motivational authors. The upshot: Employees are not motivated by what you tell them will happen, but by what they believe will actually happen. This is a subtle point that’s often lost in build-trust-through-communication manuals. Using well-organized examples, anecdotes and charts, Green tells you how to cement the connection between positive performance and predictable rewards in the minds of your employees. The section offering questions that you can ask employees to unveil the source of discontent and poor performance will be an invaluable tool for any manager. Of course, some suggestions in this hands-on treatment may seem obvious (such as asking employees what they want, so you can select the motivators that will satisfy them). But otherwise, getAbstract recommends this solid book on a subject at the heart of many employer-employee relationships.
In this summary, you will learn
- Why it is important to recognize the link between motivation and performance;
- Why material rewards are not the only catalysts to motivation; and
- Why employees need to believe in themselves to maximize their motivation.
About the Author
Thad Green is founder of The Belief System Institute - A Center for the Advancement of Motivation and Performance. Green has implemented motivation management with a wide variety of corporations, including AT&T, Delta Airlines, Lucent Technologies, Metropolitan Life Insurance, and NationsBank. He has written 11 books, including Performance and Motivation Strategies for Today’s Workforce and Developing and Leading the Sales Organization.
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