| You won't keep your customers happy if your | | | | and try new things if they believe the organization |
| organization is filled with people who are unhappy | | | | will support their efforts. |
| or unmotivated. | | | | Free your employees to take risks by learning to |
| So how do you keep your employees motivated, | | | | admit that mistakes are part of the learning |
| engaged and happy? Make them feel connected | | | | process. Employees who never hear you admit |
| to the results of the organization by showing | | | | your goofs will be quick to hide their own. |
| them that their ideas count. | | | | Recognize employees who make decisions in the |
| Cultivate Grass Roots Leadership | | | | best interest of the customers and others will |
| Often the people in the trenches are the ones in | | | | follow their lead. |
| the best position to make critical decisions. They | | | | Arm Your Troops |
| may either feel uncomfortable to express their | | | | As a manager it is up to you to give your team |
| ideas or are not encouraged to do so. | | | | the freedom to make decisions on their own. Help |
| Encourage leadership at all levels of the | | | | them make good choices by clarifying goals and |
| organization by creating a culture which rewards | | | | expectations up front. |
| independent thinking, supports ideas with | | | | Use their competitive drive as a tool to get them |
| resources and forgives mistakes. | | | | to succeed and exceed their own expectations. |
| Criticize in Private, Compliment in Public | | | | And finally, provide the resources they need to |
| Public criticism alienates and embarrasses | | | | execute their ideas! |
| everyone. People are more likely to take chances | | | | |