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Digg It - Ten Principles of Motivation
One of the questions I hear most often from executives is "How do I motivate my employees to do the things I want them to do?"
The answer is: You don't!
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We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their
The answer is: You don't!
--------------------------------------------------------------------------------
We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
energies toward our company goals.
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation. Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation. Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
it doesn't have the opportunity until you open the tap.
Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT F
Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT F
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
OR YOURS OR MINE.
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For e
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For e
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
xample, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
and what we are, good things begin to happen.
Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy " a piece of the rock."
Kodak doesn't sell film; it invites its customers to " trust your memories to Kodak ."
AT&T doe
Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy " a piece of the rock."
Kodak doesn't sell film; it invites its customers to " trust your memories to Kodak ."
AT&T doe
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
sn't tell us to make long-distance calls. It asks us to "reach out and touch someone."
In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more r
In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more r
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
eadily if we show them how the change will affect them for the better.
When my company sets out to lead corporate teams in developing their human-relations skills, we don't tell them what we're going to do for the company. We talk about what we're going to do for the individual. For example, in the introduction to one of our manuals, we tell supervisors:
We've desig
We've desig
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
ned this complete educational system to help YOU master the skills of supervisory management and enjoy the rewards of leadership and career enhancement.
From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills
From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
of the individual. That's what sold the employees on the program.
THE BEST WAY TO GET PEOPLE TO PAY ATTENTION TO YOU IS TO PAY ATTENTION TO THEM .
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are.
It's very important that
THE BEST WAY TO GET PEOPLE TO PAY ATTENTION TO YOU IS TO PAY ATTENTION TO THEM .
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are.
It's very important that
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
xecutives listen to their staff and associates. We need to take the time to get to know them, not just by name, but also by their interests and aspirations.
We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll lea
We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll lea
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
rn.
PRIDE IS A POWERFUL MOTIVATOR .
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me
PRIDE IS A POWERFUL MOTIVATOR .
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
to speak to his people. His observations on self-esteem are worth repeating:
There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure th
There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure th
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
at your customers will go away not liking or feeling good about your company.
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLY CHANGE THEIR BEHAVIORS .
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLY CHANGE THEIR BEHAVIORS .
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
level relative to behavior, feelings and beliefs.
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY .
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us.
Sup
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY .
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us.
Sup
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
pose you send an employee to a developmental workshop or seminar and she comes back brimming with new ideas and information. But you haven't been exposed to all this stimulating stuff, so your behavior doesn't change. The employee realizes this and concludes that the behavior she observes in you is the behavior you want. This may not be the case at all. You may want th
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
e employee to implement all these new ideas, but your employee's perception is the reality you get.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done.
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
Reinforcement can be positive or negative, as my Roundtable partner, Ken Blanchard, has taught us all. If employees learn that a certain type of behavior results in lower earnings, less favorable hours or less desirable territories, they'll adjust their behavioral patterns.
WE ALL JUDGE OURSELVES BY OUR MOTIVES; BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way,
WE ALL JUDGE OURSELVES BY OUR MOTIVES; BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way,
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
we're inclined to excuse in ourselves behavior that we find unacceptable in others. When our employees are late for work, it's because they're irresponsible and have no interest in their jobs. When we're late for work, it's because we were attending to necessary details that had to be taken care of.
When employees engage in undesirable behavior, we shouldn't try to a
When employees engage in undesirable behavior, we shouldn't try to a
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
ssess motives or change them. Just deal with the behavior. We can't change the motives of our employees, but through positive or negative reinforcement you can affect their actions.
Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes
Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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