Motivate Players to Perform

By George Hedley I used to get tired of trying to get employees to do what I wanted them to. They always had excuses for why they didn’t get the job done on time, why they didn’t follow directions or why it wasn’t their fault when something went wrong. I used to think I couldn’t… Continue reading Motivate Players to Perform
By George Hedley

George Hedley

I used to get tired of trying to get employees to do what I wanted them to. They always had excuses for why they didn’t get the job done on time, why they didn’t follow directions or why it wasn’t their fault when something went wrong. I used to think I couldn’t find any good help anymore or that people didn’t care about doing a good job anymore. I thought I was the only one who could do the job right. Perhaps, you feel the same some days.

People are Different than You

There is a better way to build your construction business with the people you have. You can get them motivated, and working like a winning team with common goals, drive and excitement.

First, successful business owners and managers know their people are different than them. They realize employees are not motivated for the same reasons they are. People have different personalities and will act and react differently than you. And just because you pay employees a good wage doesn’t mean they’re going to work their fanny off for you.

Younger workers today are very different as well. They like continuous learning and personal growth in their careers. They don’t like dead-end jobs without advancement in sight. They want to make more money and will leave jobs quickly when offered more pay. Their loyalty is to themselves and what you can do for them. They want balance in their life and would rather go home early than get overtime hours. Work is not their number one priority as they value family and friends more than their job. But, they also want to participate in major decisions. It is your job to discover each employee’s differences, what makes them tick, and help them achieve their goals for you to reach your business goals.

The Motivational Problem is You?

Years ago, I went through 14 secretaries over a two-year period. I couldn’t find anyone who was quick enough, smart enough or good enough for me. I finally realized the problem was me! I realized it was my responsibility to motivate my staff. It wasn’t their job to motivate themselves. Once I realized this, my personnel problems turned around, our people became great, and our employee retention increased. I had been the problem, not them.

Give Your Workforce a Reason to be Motivated.

Don’t expect others to understand your passion for customers, quality work or the need to make a profit. They must want to follow your vision, achieve your goals and get the job done properly. The real problem is lack of accountability and responsibility without consequences.

Do Your People Want to Follow You?

Leaders influence others to want to do what they want them to do. The key words are: to want to do. Employees must want to do what you want them to do to get the results you want. You tell and they decide if they’ll do it.

Ask yourself: What makes people want to follow me? You know what doesn’t work with your employees–confusion, lack of trust, no integrity, no accountability and no consequences. If they don’t have to do what you want them to do, why should they do any more than the minimum to keep their job? You’ve got to make them want to do what you want them to do.

Four Steps to Motivate Your Workforce

Exceptional employees require two things–money and happiness. Your job is to motivate your people to want to do what you want them to do. You accomplish this with inspirational leadership, continuous motivation, clear and continuous two-way communication, an exciting vision, step-by-step directions, holding people accountable, and giving them full and unquestioned responsibility. Your number one job is to encourage and motivate your people to perform with energy, effort and enthusiasm, so they’ll go beyond where you want them to go.

There are four simple and proven action steps to achieve bottom-line results through people:

1. Provide Clear Expectations

People need to know exactly what you want them to do and the results you want them to achieve. Weak managers assume people understand what’s required, don’t take time to spell out what they want, and don’t make people accountable for achieving desired results. Be specific with clear targets and define the exact results you want. And, make sure your people understand what their individual targets are, what’s acceptable and what’s not, when they hit or miss their target, their consequences for not achieving the results you want, and their rewards for a job well done.

2. Provide Regular Recognition and Praise

To get the results you want, provide ongoing recognition and praise to the people who do the work. Ineffective managers don’t take time to thank people for a job well done. Over time, this causes lackadaisical employees and poor results. In a survey of why people left their company, over 90 percent said they’d never been recognized or praised by their boss, ever, for anything.

People want and need feedback and positive reinforcement often for their contributions and efforts. Effective leaders give out praises at least every week to everyone in their sphere of influence. Use words like, “I appreciate you” and “Thanks for a great job.” Strive to praise everyone at least every week. Verbal praises work best, but occasionally write short handwritten notes to those who went beyond the call of duty.

3. Provide a Clear Understanding of the Big Picture

People need a clear understanding of the big picture and how they fit in. Successful business owners, managers and foreman are open and honest, and tell employees where their company is going–it’s vision, what the future has in store, positive and negatives, and changes or adjustments required to be successful. People need to know what’s happening; otherwise, they tend to think the worst. Hold semi-annual, all-company meetings, plus monthly project and department meetings where the big picture is discussed and open to questions.

4. Provide a Caring Company Attitude

Let your people know you care about them as individuals. Employees want to know you care about them, their personal goals, future, personal development, and their children and family. People want to know they will be listened to and have a say in the future of their company. Keep a “team member profile” sheet on each person, with their name, family members, schools, hobbies, sports, interests, goals, challenges, contributions, etc. Refer to it on a regular basis to keep track of each team member’s life.

By following these simple guidelines your people will want to do what you want them to do, they will respond and make your life better. Your bottom line will improve and your company’s future will be brighter. The key is to implement these recommendations. All it takes is time and your investment will equal money in your pocket. Get started! Go motivate someone now! Yes, right now!

George Hedley is a professional construction BIZCOACH and popular industry speaker who helps contractors increase profits, grow and get their companies to work. To learn more, visit