Fast-Moving Consumer Goods Distributor Professional Consulting Management: kxpjxszyzxgl ------------------------ Motivation is never just the job of the HR department; it is also the task of every manager and falls within the realm of leadership. In practice, managers invest a great deal of time, energy, and various resources in hopes of igniting greater work enthusiasm and achieving more efficient results. From the initial 'retain with compensation' to the later 'retain with emotion,' and up to the recent 'retain with career prospects,' companies rack their brains to keep outstanding employees. Yet, how to motivate employees remains one of the most pressing management challenges today. When it comes to motivation, what comes to mind? Maslow's hierarchy of needs? Herzberg's two-factor theory? Adams' equity theory? Vroom's expectancy theory... Too many theories stand before us like mountains. After mastering all these motivation theories, does it help us create the most powerful motivation? Motivation ≠ Increasing Satisfaction In the pre-course surveys at the Drucker School, there is always one item most frequently checked: 'For core talent in the organization, I hope to find effective methods of motivation and leadership.' When asked why they chose this, students give similar answers: 'I am a manager, but I have empty hands—no 'carrots' (money/promotion) and no 'sticks' (administrative dismissal rights). How can I motivate employees?' The dilemma managers face is that they want to motivate employees but lack both 'carrots' and 'sticks.' However, the truth managers do not understand is that 'carrots' and 'sticks' actually cannot effectively motivate employees. Typical traditional motivation theories focus on 'needs,' emphasizing different incentives based on different employee needs, increasing employee 'satisfaction' by meeting their 'needs.' In fact, dissatisfaction may stem from an inability to gain fulfillment from work, or it may be because the employee wants to improve and grow, to accomplish larger and better tasks. This dissatisfaction with the status quo is precisely a positive factor that drives work motivation, not a hindrance. Therefore, the renowned management master Peter Drucker believed that the concept of 'employee satisfaction' 'can be said to be meaningless.' Let Ordinary People Do Extraordinary Things Viewing employees as corporate 'assets' rather than 'costs'—just like viewing employees as 'partners' rather than 'employees'—has profound significance in real management. This is a change in mindset; it does not change the facts themselves, but it does affect our perception of motivation. Drucker pointed out that according to statistical laws, no organization can find enough 'outstanding talent.' The only way for an organization to excel in the knowledge economy and knowledge society is to enable existing people to generate more capabilities, that is, to produce greater productivity through the management of knowledge workers. Drucker called this challenge 'letting ordinary people do extraordinary things.' In any enterprise or organization, who holds the most resources? Who has the most 'power' to use these resources? Of course, it is the managers, especially senior managers. For subordinates, managers always have more information, more resources, and a higher perspective. Therefore, if managers do not provide help and guidance in the process of subordinates achieving their goals, and do not clear obstacles for subordinates, they have not fulfilled their management tasks. Managers must recognize that without the foundation and nature of 'people,' management will inevitably become shackles that bind people's autonomy and creativity. Therefore, Drucker believed that the function of an organization is to enable ordinary people to do extraordinary things together. So, management is not 'managing people,' but 'leading people.' Hence, the first principle of Drucker's management is: Management is about people. When discussing the tasks of management, Drucker warned managers—every employee wants to achieve something. For managers to make their own work effective, they must make employees feel a sense of achievement. Similarly, managers need to make their subordinates' work effective. One key to making subordinates' work effective is to clear obstacles for them. Every manager implementing management by objectives should think carefully: when setting goals with subordinates, did I ask about the difficulties they face in executing the goals and what obstacles I need to help them clear? 'Clearing obstacles for subordinates' work' is also Drucker's basic view on motivating employees, applicable to all managers, including those with 'tight pockets.' When jointly setting work goals with subordinates, managers should ask their subordinates: In your work, what obstacles hinder you from completing tasks? In your work, how do you want your superiors to help you? -------------------------------------- Like this article? Feel free to share it to your Moments by clicking the top-right corner; About us: WeChat Name: Fast-Moving Consumer Goods Distributor Professional Consulting Management Account Introduction: With 20 years of internal management experience in FMCG distribution, we specialize in establishing internal enterprise databases for distributors, financial sorting, organizational system construction, marketing team training, company management planning, and performance evaluation system setup. Senior marketing teachers help your business grow. 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