MOTIVATION


How to Establish the Right Motivation Mix KEN BLANCHARD


Most employees need stimulation. Stimulation such as pep talks, encouragement, or even nagging can spur people on to greater heights or push them over the edge into exhaustion. The quality, quan- tity, and timing of stimulation determine whether such efforts are a positive or negative force.


Successfully providing stimulation to employees involves more than just lighting fires under them. Providing the proper amount of stimulation is a question of energy and adaptation. Seasoned athletes have the advan-


tage of years of experience and train- ing, and have learned how to pace themselves to win. Your people, how- ever, may not have the same type of experience and perspective. Con- sciously or unconsciously, they rely


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on their manager to set the pace that enables them to become winners. Learning how to set a proper pace for subordinates requires determin- ing where each person’s stress com- fort zone lies. Research has shown that, up to a certain point, increasing stress improves performance. This is the point where deadlines, incen- tives, or other forms of pressure are effective at pushing people. Beyond that point, however, in-


creasing stress causes performance to drop sharply – and only through de- creasing the pressure will a manager be able to improve performance. This relationship between performance


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