It is satisfaction that generates performance — far more than the reverse, recent studies reveal. Therefore an essential question arises: what should we act on?
Progress in one’s work. Closing a file, reaching an objective or crossing a stage of a project are all examples that contribute to the pleasure of work accomplished. On the other hand, nothing is more demotivating than observing the status quo of a file related to an inert environment or a lack of management availability.
Guard against demotivating. It takes on average three positive feedbacks to compensate, on the emotional level, for the impact of a negative feedback. The effect on motivation, mood, the ability to continue the workday is undeniable on the employee side. Rethinking one’s mode of communication but also controlling one’s own emotions are essential.
The art of daily happiness. While the notion of happiness is specific to each person, it is nevertheless simpler to preserve the satisfaction of an employee — resulting from the progress of their work — than to seek levers to motivate them. Removing obstacles to action could be the credo of executives and direct managers.
What about the posture to adopt? While control is a support to identifying difficulties, it is important not to fall into excess. The temptation to identify the author of an error and to sanction will have the effect that everyone will feel at risk, with the fear of taking initiatives.
Bet on line management. « You join a company and you leave a manager. » The line manager has a decisive impact on the pleasure taken in working. Adding « time dedicated to teams » to KPIs could be a first action.
Back to the basics. The auction of the most extravagant working conditions to obtain employee performance must end in favor of something else. Feeling good at work goes through crossing milestones and obtaining results.
