Use four simple steps to get the most out of your employees; learn about them and use that knowledge to motivate them to do their best work.
I used to get tired of trying to get my employees to do what I wanted them to do. They always had what appeared to be legitimate excuses 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 out on the jobsite. I used to think I couldn’t find any good help anymore or that maybe people don’t care about doing a good job anymore. It seemed nobody would take charge, be responsible or accountable. I thought I was the only one who could do the job right. Perhaps, you feel the same some days.
Your Construction Employees Are Different Than You
There is a better way to build your construction business with the people you have. You can get them motivated, all on the same page 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 life experiences, backgrounds, beliefs, needs, goals and personal pressures. Most people don't think the same as you do. (They have different personalities and will act and react differently than you in most situations.) Everyone won’t do things exactly the same way you do with the same intensity. 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 often think they can do your job better than you can. They want to make a lot more money than you provide and will leave jobs quickly when offered more pay. Their loyalty is to themselves and what you can do for them. But, they also want to participate in major decisions. They want balance in their life and would rather go home early than get overtime hours. Work is not their No. 1 priority because they value family and friends more than their job. It is your job to discover your employees’ differences, what makes them tick and help them achieve their goals in order for you to reach your business goals.
The Motivational Problem is You
Years ago, I went through fourteen secretaries over a two-year period. I just couldn’t find anyone who would work as hard as I wanted them to. No one was ever quick enough, smart enough or good enough for me. One day, I finally realized maybe the problem was me—it was my responsibility to motivate my staff. It wasn’t their job to motivate themselves. Once I realized this fact, my personnel problems turned around, our people became great and our employee retention moved to 90 percent plus every year. I had been the problem, not them.
To motivate your workforce, you've got to give them a reason to be motivated. People are motivated for their own reasons, not yours. 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.
For example, think of your children. You tell them what you want them to do, but they don’t always follow your wishes. Then, you try to bribe them—$100 for an “A,” and they say, “Not enough, Dad.” Frustrated, you scream, “If you're not home by 10 p.m., I'm gonna punish you!” Well, you don't. You let them off the hook, and they continue to stretch the envelope. The real problem is a lack of accountability and responsibility
