stages of development - International Business Growth Radio Network

How to build reward and accountability systems that drive performance - Sadika Kebbi

26/11/2020

Sadika Kebbi - "Equipping Others"

IBGR.Network- Profit Radio and to Equipping Others: Episode P4.08.3– How to build reward and accountability systems that drive performance.

Greetings from Beirut, Lebanon! And now here my greetings in Arabic Marhaba, 2ahlan wa sahlan sharftouna—translation: hello, you are most welcome to my show, it’s an honor to have you with me today.

You are listening to IBGR Network, better known as International Business growth Radio Network—IBGR is our call sign for our radio station, but we are more than that- we are a family of entrepreneurs that came together to create a shared space of collaboration where you can join us to help you start your business, enhance your business, grow your business, or reinvent your business. Anything you need to become an exemplary entrepreneur you can find it on our website especially by joining our community of Commerce where you can connect and obtain an answer to all your questions.

Connection is the secret to all your inquiries, as it is also the solution for a better world. As entrepreneurs, we have responsibilities for the safety of everyone involved in our business, including our customers. Bringing a new employee into your business is a bit like carrying out a heart transplant. Even if the surgeon finds a compatible organ and the operation goes to plan, the new heart can be rejected because it doesn’t quite fit in the surrounding parts.

Even in the smallest of firms the rejection rate of new employees is very high one study of key staff appointment in small firms showed that over 50% of first appointments failed in the first six months, because aside from making a new employee welcome and to feel comfortable in what is your home environment, you need to be a leader, a skill often alien to entrepreneurs. What do you think are the central elements to keep your employees interested in your vision? What in your opinion can encourage them and allow them to reach their full potential?

Introduction:

I am Sadika Kebbi, your host, coming to you live from Beirut, Lebanon. I am a business consultant, a trainer, coach, and speaker. I am also an NLP practitioner and a meta coach. I created my NGO, or my non-profit organization in 2016, under the name of Being Human, or Kon Ensan in Arabic, with the aim of achieving social cohesion, peace building and women and youth empowerment. I am also a TEDx speaker and would like to invite you to listen to my talk entitled when your enemy becomes human. At first when I started running my NGO, I felt that I’d better do everything myself rather than delegating. I felt that I did the job better and quicker. Later, I discovered that I needed to step back, and let my team get on with their jobs, or else I will lose them.

I started discreetly offering help and advice and set some time aside, daily sometimes weekly depending on the nature of the project to review achievements and progress, instead of leaning over the employee’s shoulder all day, scrutinizing every move, and I actually found out that this was really motivation and was even a kind of a mental and psychological award for the employees felt valued and relied upon and this in a way made them feel irreplaceable and valuable. Thus rewards are not only about money. Very often the problem is not so much that of motivating people, but of avoiding demotivating them.

If you can keep off the backs of employees, it is quite possible that they will motivate themselves. After all, most of us want the same things; a sense of achievement or challenge, recognition of our efforts, an interesting and varied job, opportunities for responsibility, advancement and job growth, but in some firms usually the potential for demotivating is high. Workloads—inevitably an employee will feel overloaded, neglected or just plain hard done by on occasions.

You can motivate employees with some fairly basic techniques such as:

Give praise as often as you can and minimize your reaction to bad results.
Show an interest in what employees do.
Train, coach and add to their skills. Employees rate this area as the greatest motivator. You can find a course on more or less anything.

Show Objectives:

Encourage initiative in others.
Challenge with purpose.
Look outside your experience.
Leadership matters.
Learning leadership takes practice to bring the best out of your teams.

Key Issues:

Maintain high expectations about what individuals and teams can accomplish.
Communicate your positive expectations clearly and regularly.
Create an environment that makes it comfortable to receive and give feedback.
Find out the types of encouragement that make the most difference. Don’t assume you know. Ask. Take the time to inquire and observe.
Be creative when it comes to recognition. Be spontaneous. Have fun.
Make saying thank you a natural part of your everyday behavior.

What you need to know:

Rewards are not only about money. Very often the problem is not so much that of motivating people, but of avoiding demotivating them. If you can keep off the backs of employees, it is quite possible that they will motivate themselves. After all, most of us want the same things; a sense of achievement or challenge, recognition of our efforts, an interesting and varied job, opportunities for responsibility, advancement and job growth, but in some firms usually the potential for demotivating is high. Workloads—inevitably an employee will feel overloaded, neglected or just plain hard done by on occasions.

You can motivate employees with some fairly basic techniques such as:

Give praise as often as you can and minimize your reaction to bad results.
Show an interest in what employees do.
Train, coach and add to their skills. Employees rate this area as the greatest motivator. You can find a course on more or less anything.

Previous Episode: Episode P4.07.3–Face to face meetings.