10 PRINCIPLES of MOTIVATION.

• Author: Qubein, Nido

In today's tumultuous, slowing economy, plagued with layoffs and uncertainties, one of the biggest problems executives face is motivating their staffs. Nido Qubein, a noted speaker and author on communication and leadership, says the question he's asked most is: "How do I motivate my employees to do the things I want them to do?" His answer: "You don't!"

Qubein says managers can't motivate people, since they're already motivated. What managers can do is determine what motivates them and use the knowledge to channel their energies toward the company's goals. Based on his 20 years of observation and experience guiding companies to manage their people, Qubein has developed 10 principles of motivation:

1 All People Are Motivated. Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow, but it doesn't have the opportunity until you open the tap.

Other people are like mountain streams, which flow swiftly but follow their own channels. These people may move energetically, but toward their own goals. Managers should make it worthwhile for these people to channel their motivations toward the results management is seeking.

2 People Do Things for Their Own Reasons, Not for Yours or Mine. Management has to show employees who follow behaviors that benefit the company "what's in it for them." That can be done by using rewards and recognition and by appealing to their sense of pride and achievement.

3 People Change Because of Pain. When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.

4 The Key to Effective Communication Is Identification. When something becomes personal, it becomes important. When clients or employees begin to identify with who we are and what we are good things begin to happen. Prudential, the insurance company, knows that its customers want to buy security. So, it doesn't just sell insurance, it markets peace of mind by inviting clients to buy "a piece of the rock." Kodak doesn't sell film; it invites its customers to "trust your memories to Kodak."

In dealing with employees, it isn't enough to appeal to them on the basis of company loyalty: They need personal reasons for showing this loyalty. Whether your...