Learn The Goal Incentive Method To Explode Employee Potential

< p > strong > 1, goal incentive can detonate the potential of employees < /strong > /p >
< p > if middle level leaders are planners who promote the vision of enterprises and set ambitious goals, the lower employees are the helmsman of achieving this goal. Giving them a clear and achievable goal, waiting for them to get a a href= "//www.sjfzxm.com/business/" > navigator < /a >, pointing out the way for them, even in times of difficulty, they will overcome this difficulty and strive to move towards the goal. < /p >
< p > speaking of Reebok, many people are not strangers. How many people know the success story behind its success today? In fact, Reebok International's performance has been much better than Nike's company for a period of time. In order to change the situation and encourage all employees, the director of the company has come up with a magic trick: he made a bold commitment to the staff and the press that he will lead Reebok Co to outperform Nike in two years! < /p >
"P", which at that time was nothing but Arabian Nights. Not only the outside world, but also employees of their own companies are skeptical of this goal. But Paul, the chairman of the company, was not "empty mouthed". He first worked out a product innovation plan, and then provided a large sum of money for the plan. He hired the greatest athlete in the world as a spokesman for the Reebok Co at any cost. What he did did a great job in motivating all the staff. They worked together and worked hard. Finally, Reebok achieved extraordinary sales results! < /p >
< p > it can be said that the reason why Reebok Co has such a good performance leap is not related to the positive working attitude of its employees. Of course, all of this is ultimately the goal set by the chairman of the company, Paul. It can be seen that the target has a very important meaning in the enterprise and enterprise staff: < a href= "//www.sjfzxm.com/business/" > /a > significance. As a middle class, how do you feel about this case? < /p >
< p > goal encouragement has such great strength. How can middle level leaders control this incentive measure? < /p >
< p > < strong > two, cultivating subordinates' confidence < /strong > < /p >
P, as a smart middle-level leader, wants to effectively mobilize his subordinates, so that they can work in an atmosphere of self motivation, self-evaluation and self-confidence. Because the self-confidence of employees is closely related to the morale of the organization, and is closely related to their personal performance. The middle-level leaders should pay attention to the following questions when cultivating their subordinates' self-confidence. < /p >
< p > < strong > 1., do not give orders, < /strong > /p >
< p > "can this goal be completed? "Is there any difficulty in achieving this goal?" this kind of tone rather than a commanding tone will give your subordinates a sense of being in a certain position and paying enough attention to the goal. Therefore, smart middle level should adopt this kind of arrangement to arrange and arrange staff to accomplish their work objectives. < /p >
Professor Laurence of Harvard University in the United States has always focused his research on the key factors affecting his performance. He pointed out that the factors leading to a person's work < a href= "//www.sjfzxm.com/business/" > P > good or bad are mainly from the satisfaction and self-confidence of the work. < /p >
< p > < strong > 2. does not strike employees < /strong > /p >
< p > the middle level should guide and assign employees in a way of guidance and guidance when they are developing goals and tasks. Even when they can not accomplish their objectives, they can not publicly reprimand their subordinates. Or some other non cool handling methods will damage the self-esteem of their subordinates and hurt their feelings. Therefore, only respecting employees and giving them face can make them more confident and achieve their goals more easily. {page_break} < /p >
< p > < strong > three, if necessary, pursue "heavy burden doctrine" < /strong > /p >
< p > "heavy burden doctrine" to a certain extent can inspire the hidden "a href=" //www.sjfzxm.com/business/ "potential" /a "in the employee's heart, so that the target can be more easily accomplished. As Toko Toshio, President of Toshiba Co, said, "the work of man must be above capacity." But if this method is not used well, it will destroy the enthusiasm and self-confidence of employees. Therefore, the middle level leaders should use the situation flexibly. < /p >
< p > in a survey of young employees in American Telegraph and Telephone Corporation, researchers found that the more challenging these people were in the first year of their company, the more efficient and successful their work was, even after five or six years. < /p >
< p > we can see that it is not only the ability to cultivate subordinates, but also inspire them to create greater enthusiasm to give employees some complex and difficult "heavy burden", especially challenging tasks. < /p >
< p > strong > four, "promotion" goal incentive < /strong > /p >
< p > this is a traditional way of encouragement. It is also adopted by most enterprises. Generally speaking, the incentive effect is also significant. However, there are some shortcomings, such as limited position. Strengthening someone's status may have some side effects, so that some people can move up to their difficult positions, resulting in the "John effect". Moreover, this method is difficult to reuse many times. Therefore, be careful when using. < /p >
< p > < strong > five, and the SMART principle should be observed when making goals, < /strong > /p >
< p > middle level leaders should adopt the method of "big goals and small steps" when making goals, and divide the total goals into several stages of goals. This will not only bring pressure to employees, but also make the < a href= "//www.sjfzxm.com/business/" > target / a > easier to achieve. < /p >
< p > Specific- specific. The goal is first clear, so that the goal can be realized. < /p >
< p > Measurable- is measurable. The goal must be quantified. < /p >
< p > Attainable- can be realized. The difficulty of the target should be appropriate, not too high or too low, so as to play an incentive role. < /p >
< p > Realistic- reality. The goal should be result oriented. < /p >
< p > Time bound- time limit. Deadline defined. < /p >
< p > in short, the middle level must not set goals to death when it sets goals, so that it can not lose the incentive effect, but also consciously help subordinates make a higher goal to encourage them to go beyond. < /p >