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Employees rarely say I don't feel motivated,
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but rather I'm demotivated.
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Taking their words literally,
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we can therefore consider that the manager's first
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challenge is to avoid demotivating their teams,
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but how to avoid demotivation.
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For this purpose,
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3 managerial attitudes should be eliminated
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treating your employees as wenches,
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simple work tools,
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treating your employees as children,
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and treating your employees as idiots.
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First piece of advice,
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do not treat your employees as wrenches.
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Does this remind you of an image of Charlie Chaplin in modern times?
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Treating employees as wrenches means treating them as means,
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as instruments for achieving an expected result.
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This is how we end up perceiving employees when we talk of human resources.
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they are often still considered as resources in the same way as money,
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If you don't pay attention to people as a whole but
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simply pay attention to the fact that they are effective,
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they will feel it.
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If the way you take care of your employees is not imbued with humanity
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and interest in others in their happiness and growth,
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they will feel it.
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I met managers who manage their teams with respect.
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That's still something,
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but without any interest for the people,
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as if they manage their computer equipment with respect just to avoid breakage.
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The culture is starting to change.
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And we are seeing more and more exemplary success stories
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of companies that have decided to put their employees first.
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I invite you to watch Venet Naya TEDX talk employees first.
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If your corporate culture is not ready to make the leap to employees first,
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at least know that anything you can do to cultivate respect
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and consideration for people
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in a benevolent management style will help avoid demotivation.
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Second piece of advice to avoid demotivation.
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Don't treat employees like children.
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This is a classic.
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Because the manager feels responsible
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and puts themselves in a high position,
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then parent-child relationships will develop.
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it's the employee themselves that puts their manager in a higher position.
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In case of an unbalanced relationship,
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the manager can be seen and or act as a normative or nurturing parent.
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the manager can be seen as a normative parent,
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a parental figure who gives rules,
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In extreme cases,
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this parental attitude manifests in the you must,
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you should have,
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the relationship being unbalanced.
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Those managers will have no other option
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than the carrot and the stick
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to keep the herd moving forward.
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the manager can position themselves or be positioned as a nurturing parent,
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a maternal figure who understands,
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In extreme cases of this parental attitude,
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the manager will be a mother hen who fears for her little ones,
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who will sacrifice,
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who will not dare to challenge,
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and who will be fooled.
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Wanting to be loved,
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those managers will put the teams down and sometimes suffocate them.
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Faced with these managers who are normative parents and or nurturers,
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the employees could quickly position themselves
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Sometimes submissive,
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sometimes rebellious,
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and noticeably demotivated,
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you still have a few old fashioned managers who think it is optimal to
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manage their employees by loving them and treating them like a good father,
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believing as a parent will that they know what is good for their employees,
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It is true that the good father is already a better man than the police chief,
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but it's demotivating.
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Another example,
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you have some managers who confuse
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benevolent management with maternal management.
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It's true that it's better than inhuman management.
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But it's no more motivating and above all it doesn't empower employees.
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the more you talk to your employees as if they were children,
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the more you will maintain them in this position.
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by treating them as adults to adults.
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Third piece of advice to avoid demotivation
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don't treat employees as idiots.
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Do you think you are smarter than your employees?
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you put yourself in a high position and they will feel it.
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you will undoubtedly fall into these three
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very devaluing reflexes.
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not giving them enough information,
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not giving them enough responsibility,
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not seeking their advice enough.
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Here is the antidote to these three reflexes of superiority.
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Your employees are not idiots.
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Give them vision.
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Share as much information as you can.
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Giving them goals is not enough.
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Give them meaning.
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By understanding the ins and outs of your decisions
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and those of the hierarchy,
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they will be able to make these decisions their own.
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By understanding what motivates the mandatory change and
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the 3 year vision of the department,
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they will know what they are contributing to.
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Transmitting information and giving your vision takes time,
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It also requires courage.
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you face a risk of being contradicted or confronted about the shared vision.
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Your employees are not idiots.
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Ask them for their opinion,
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what ways are you thinking about?
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How can we improve the efficiency of the product?
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How can we succeed in making such change happen?
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How can we improve the way the department works?
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Don't get trapped by employees who come to you for help and advice
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because they trust your judgment more than their own.
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Challenge them and trust their ability to find their own solutions.
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for their opinion on the issues
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and keep the freedom to follow that advice or not.
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Your employees are not idiots.
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Give them responsibility.
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Don't demotivate them by keeping decision making power to yourself
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and monitoring everything they do.
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Every day the employee must gain autonomy through learning and experience.
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If they stagnate in their position,
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no longer learning or experiencing anything new.
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Then they no longer fit in their position.
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Coral is said to be an animal that when it
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comes to a standstill eats its own brain and dies.
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Routine jobs are more and more entrusted to machines.
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This will create a lot of unemployment for those who have repetitive work.
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The challenge will be for them to find missions that will fulfill them
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with a real added value of their unique and irreplaceable human talents,
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positions that will make them grow through
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experience and by exercising their responsibility.
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if you don't know how to motivate your employees,
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stop demotivating them.
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How can you do this?
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By no longer treating them as wrenches,
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Change your prism of perception about them.
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Look at them as employees first,
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Or at least as equals as responsible adults.
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By treating them this way,
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90% of your employees will evolve
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in a way you could not have imagined.
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