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Table of Contents

Lead Story

Mission: ETA


Industry Update

Make a mark, take a stand

Mobile commerce popular, NFC lagging

Accepting payments, iPhone style

Antisocial online networking: ID theft

Aite busts merchant retention myths


Miles Mulcare

Growth in payment risk can be mitigated

Eston Fain
AQ2 Technologies

Selling Prepaid

Prepaid in brief

Virtual gift cards given a twist

GPR cards and reload networks: A complex relationship

Continental Prison Systems Inc.
The 'get out of jail' card


Regulation, deregulation, self-regulation

Patti Murphy
The Takoma Group


Street SmartsSM:
Go ahead, work some magic

Jason Felts
Advanced Merchant Services Inc.

Work/life balance, an employers' issue

Curt Hensley
CSH Consulting

Think outside the converter box

Dale S. Laszig
DSL Direct LLC

How to win back e-mail jilters

Nancy Drexler
SignaPay Ltd.

Get what you want from your staff

Vicki M. Daughdrill
Small Business Resources LLC

Get what you want from your staff

Vicki M. Daughdrill
Small Business Resources LLC

Steer clear of buyout pitfalls

Adam Atlas
Attorney at Law

Company Profile

Velocity Merchant Services

Metro Merchant Services

New Products

The 21st century signature

Company: ElectraCash Inc.

Taking a cue from teens

Smart Transaction Systems Inc.


Just say no to bootstrapping



Resource Guide


A Bigger Thing

The Green Sheet Online Edition

March 23, 2009  •  Issue 09:03:02

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Get what you want from your staff

By Vicki M. Daughdrill

At one time or another, all business owners or managers face the challenge of keeping their employees motivated and on task. We all know what happens when people lose interest in their jobs: We miss deadlines; we fail to close sales; we don't complete assigned tasks.

We also have poor morale that results in poor work, and we lose our star performers when they continually have to step up and cover for the underperformers.

To motivate means to provide incentive. In other words, when you provide motivation, you create an environment in which people will want to do what you want them to do. While an individual ultimately needs to motivate him or herself, we can create an atmosphere that encourages people to move in a favorable direction.

The first thing we need to understand is that not every individual is motivated by the same thing. Some people are motivated by job security, some by financial reward, some by personal recognition and some by professional freedom.

In theory

There are countless theories on the sources of motivation. Here is a brief overview of some of them.

Abraham Maslow is most famous for his "Hierarchy of Needs." Described in his 1943 paper "A Theory of Human Motivation," the theory says there are five levels of individual needs. They form a pyramid that includes, from bottom to top, the following categories:

The question, then, is can we help individuals motivate themselves? If so, how do we do it? What if we don't have the resources to create motivation through financial incentives? Are there other tools available to help keep people motivated?

In practice

To avoid deflating your employees' enthusiasm, do the following:

The next step is to be sure you are creating the best situation possible for your employees to achieve success. Here are some questions to ask yourself as you appraise your current situation.

  1. Do you treat all of your employees fairly, equitably, and with dignity and respect?

  2. Are the rewards you offer contingent on the behavior you seek from your employees and the individual needs of each employee?

  3. Do you value everyone's contributions and acknowledge their achievements in public?

  4. Do you allow employees to participate in decision-making activities that affect them and their futures?

  5. Do you challenge your employees to keep themselves interested, stimulated and growing?

  6. Do you seriously consider employee complaints and issues without taking them simply at face value?

  7. Do you celebrate company successes with all employees?

  8. Do you create an environment where people want to come to work each day and enjoy working with other employees?

One on one

Once you determine whether you've been successful in creating a positive environment conducive to employee motivation, the next step is to meet with each employee individually. Get to know your employees and find out what motivates them.

For someone just beginning a career, the need for a job and income stability may override the need to work in a self-directed, incentive-based situation. Ask probing questions such as:

After meeting with all of your employees, you can determine what to offer to help motivate each one. Remember, one size does not fit all. People are motivated by different things, and it is your responsibility to determine what works best for each of your employees. Here are some types of incentives.

On the ball

Now that you've determined what motivates each of your employees, how do you go about linking rewards to results?

Step one is to determine a system of measurement. Your meeting with each employee should determine goals, job requirements, quotas, resources needed and rewards. Be sure you are both on the same page and understand what is expected from each of you.

Step two is to provide feedback on each employee's performance. It is not sufficient to examine performance only during the annual performance review. Daily, weekly or monthly feedback is absolutely necessary to ensure that goals are met, rewards are received, additional resources are provided and successes are celebrated.

Step three is to reward achievements rapidly. Prompt recognition and rewards will help employees feel valued and appreciated and will ensure a continued focus on company goals.

In the current economic recession, there are ways to provide rewards and incentives that cost little or no money through the creative use of time and resources. I recommend two books for every business owner's library:

These two books offer real-world, tangible suggestions and ideas to help reward employees and keep them motivated. Some suggestions include:

Sixth century B.C. Chinese philosopher Lao Tzu said, "A leader is best when people barely know he exists, not so good when people obey and acclaim him, worse when they despise him. But of a good leader who talks little - when his work is done, his aim fulfilled - they will say: 'We did it ourselves.'"

Take a hard look at the way you deal with your employees, and be sure you are doing everything you can to provide tools that motivate them to do what you want them to do. And to think, "we did this ourselves."

Vicki M. Daughdrill is the Managing Member of Small Business Resources LLC, a management consulting company. E-mail her at or call her at 601-310-3594.

Notice to readers: These are archived articles. Contact names or information may be out of date. We regret any inconvenience.

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