Time to get motivated

 Ok, it’s March and time to get serious about getting back into the routine. But it’s still hot and you’re still in holiday mode, right? Motivation can be pretty elusive in the aftermath of Christmas, New Year, Australia Day, the Tour Down under, the Melbourne Cup, Lunar New Year – summer is one endless festival. And it’s even worse here in South Australia, where Mad March is about to commence, with Writer’s Week, The Festival, The Fringe, the Clipsal 500 … How anyone gets anything done is anyone’s guess.
But if you really need to get something done, you’re going to want to dredge up a bit of motivation from somewhere or other. Here are some tricks to try:
Fake it till you make it. You can’t be motivated unless you look and act motivated. Look and act motivated and the motivation will follow.
Set a schedule and stick to it. That prevents indecision and procrastination.
Know your ‘why?’. When you have a good reason to do what you need to do, you find inspiration and motivation.
See and feel the result when you’ve done what you need to do. More inspiration and motivation.
Decide what your first three steps need to be and make a start. After you’ve taken that first step, it gets easier.
Say ‘I want to’, not ‘I have to’. Motivation come from inside – your inside. No one else can motivate you. They can maybe force you with a carrot or a stick, but that isn’t motivation. (Although you could bribe yourself with your own carrot, some little treat as a reward for completing whatever it is you need to complete. That might help you find your ‘want to’ and with it, your own motivation.
Enough of this summer festival nonsense. Get on with it!

Back to the good old days

Once upon a time, people joined an organisation and remained in it for their entire career. In what was known as the ‘psychological contract’, organisations looked after employees’ training and development and their career progression and in return, they were rewarded with loyal service.

That model pretty much died a long time ago. An exception is US multinational GE Energy, which has offices in Australia and New Zealand. They’re serious about retaining staff, particularly engineers and technicians, and not just in the short term, either. They want their staff to stay with them for their entire careers because, as Sharon Daley, head of human resources (who has been with the company for 30 years herself), says:

‘When someone walks out the door, you’re losing intellectual property and human capital, as well as institutional experience and corporate knowledge. And that’s hard to replace …’

GE Energy is also keen to retain older workers, too, who they believe can be important mentors and teachers.

Part of GE Energy’s retention success lies in the fact that they recognise that people go through different periods in their lives; sometimes they need to work part time, have flexible hours and/or job-share, for instance. Accommodating individual needs, combined with a great employee value proposition and ongoing learning and career development fosters employee loyalty. Employees are so loyal, in fact, that GE Energy’s retention rate is a remarkable 95%.

You can find out more about GE Energy here. Source: ‘People power’ by Sue O’Reilly, the deal, The Australian Newspaper, July 2012.

Discussion questions

How do you foster employee loyalty in your work team? Do you think it’s worth every organisation’s time and energy to try to retain employees? When good employees are hard to find, how important is the psychological contract and long-term employment? What do you do to accommodate employees in different phases of their lives? How easy do you make it for team members to come to you to discuss ways tp make their working lives easier and balance their work and home lives?