Lorraine Bossé-Smith

This article reports that motivating employees has become more paramount to the success of teams, departments, and companies. To properly motivate, leaders and trainers must first understand the reasons behind their employees' behaviors. Otherwise, they are bound to mistakenly offer up solutions that will not work. At first glance, one may think that it is impossible to know all employees and what makes them tick. But, one must think again. Using this modified version of the DISC model of behavior, one can assess how people are wired, which will give one clues about what motivates them. This simple and easy to understand theory was originally devised by William Marston, a psychologist, during the 1920s and 1930s. One should suppose the population could be split into two groups based on social conduct. Some people would be classified as outgoing, while others would be deemed reserved. Now, one should further imagine that the same population is then divided into two subgroups: those who are task-oriented and those who are people-oriented. By recognizing those basic qualities in your participants and employees, one can adapt one's communication style, training sessions, or rewards program to meet their needs.

More Than Motivation

In this article the author draws the similarities between the game of tennis and business. According to the author, in tennis, the final score may not reflect the level of play. A set won with the score of 6-4 may seem like an easy win, but each game is won-or lost-based on strategies and errors. If one consistently hits the balls back and determine to stay in the game, he will build character and confidence. Staying in the game to the very end is a win in itself. One can not play tennis with a baseball bat. One should not, therefore expect to win at the corporate game if he is not investing in the right tools, such as training and coaching.

Lorraine Bossé-Smith

About