How should the project manager motivate employees?

"To create a product, create a person first !" The primary key factor for a project's success or failure is people. Whether the project members can stay consistent and actively move toward the same goal becomes the basic prerequisite for the smooth development of the project to the final completion.

Generally, employees do not perform well because of their internal thoughts or other external circumstances. The latter has more factors and greater impact. This requires the project manager to work hard to help employees create a better environment, including hardware environments such as work sites, facilities and tools, and even living conditions, it also includes the overall project goal, project system, working atmosphere, and other software environments. In this case, the hardware environment conditions cannot be substantially improved due to the nature of the project itself. Therefore, the project manager should focus on improving the software environment to motivate employees.

1. Establish a common goal
The overall goal of a project is to be jointly established by the Project Manager and project organization members, integrating the project objectives and individual goals. The project organization members strive to achieve the Goals. With such a goal, the project team can have a strong appeal to the team members, thus enhancing the team cohesion. Only when members of the project organization have a high degree of consistency in their ideological consciousness can they ensure that the project measures are implemented from the top down to ensure that the individual strengths and objectives of the project are the same, so as to avoid the phenomenon of "Internal Friction, greatly improve production efficiency.

2. Ask the employee to say what to do
First, let employees know the background and reasons when arranging work. We usually think that the higher-level managers have more extensive contact with each other and their positions are high. The responsibilities and considerations are even more important. Therefore, when a superior assigns a task to a lower-level user, the higher-level user only needs to describe the requirements and the lower-level user must follow the instructions. However, if an employee does not understand the background and cause of the incident, he can only work according to the project manager's superficial intention, and does not want to take another step. He must report any special issues encountered during execution to the project manager because he does not know how to handle them and how to handle them correctly.

In case of exceptions during task execution, ask the employee to propose a solution. High management level does not mean all-powerful. On professional issues, professional technical staff may propose more rational solutions. Different management levels can only represent the interests of different groups and different perspectives. Therefore, asking an employee to propose a solution for approval by the Project Manager does not mean that the employee leads the project manager. On the contrary, it uses his professional perspective to make up for the shortcomings of the Project Manager.

Let employees understand the background and cause of the incident, and let employees say what to do in special cases not only improves work efficiency, but also makes decisions more reasonable. More importantly, cultivate employees' thinking habits, stimulate their subjective initiative, and enhance their master spirit in the team.

3. Clearly stated requirements when assigning tasks
Project managers often send work arrangements to project organization members. Specify the detailed requirements, owner, and completion time of the task as much as possible during the arrangement. If a job involves multiple people, you also need to clarify the division of labor or the primary owner of each person.

Explicit requirements can avoid the responsibility between employees and greatly reduce possible management conflicts. In addition, the explicit requirements in the target assessment are the prerequisites for the assessment.

4. Push spirit"
No "target management" is automatically implemented. In the process of project implementation, we usually convert the project object to multiple subprojects or tasks on the Time Coordinate. However, no matter how detailed and specific such quantitative segmentation is. The target is not automatically implemented. Throwing the assigned tasks to the employees only knows that the "palm of your hand" management that is waiting for the results is a management method that the project manager should avoid.

After a task is issued, you must frequently ask the staff about the execution status and progress. On the one hand, adjust the unreasonable requirements of the original task in a timely manner based on the specific implementation issues; on the other hand, affirm the work that the employees have completed and encourage them to continue their efforts to complete the follow-up work. It helps employees with problems and difficulties at work. It is important for managers at the upper level to feel that they are working hard. This will further stimulate employees' enthusiasm for work.

5. Affirm and praise your employees
Some managers think that leaders must be majestic in front of their subordinates, so that they can speak with others. However, subordinates do not dare or do not want to respond to any problems. If such a confrontation is formed between the project manager and the employee, the development of the work will be half the result. In the long run, employees may conflict with the tasks assigned by the Project Manager, which may directly affect the project implementation.

In fact, affirmation and praise have long been widely used by most managers as a low-cost and effective incentive form. Frequent communication with employees and comments on their achievements and achievements will not only stimulate employees' enthusiasm for work, but also improve the communication indexes between project managers and employees. The famous "sandwich technique" in management is to make full use of the effect of positive praise to achieve the purpose of criticism and correction.

The project manager is not only the project manager, but also the project organization member's "Cheerleader" to cheer for them.

6. Creating a learning atmosphere and learning opportunities for employees
Learning and Training appear more and more frequently in contemporary society in the description of welfare compensation in enterprise recruitment. This is enough to prove the importance of learning opportunities in the minds of most employees. The creation of training opportunities may depend more on the support of enterprises. However, the creation of the learning atmosphere is the unshirkable responsibility of the Project Manager.

Establish a daily learning mechanism, provide opportunities for employees to communicate with each other, and build a platform for technology and experience sharing. As a result, the project manager should create a good learning atmosphere for members of the project organization. These methods can greatly improve employees' work autonomy and enthusiasm. Enable employees to learn at work and enhance their enthusiasm for work.

7. Pay attention to your employees and listen to complaints from employees modestly.
What role does a project manager play in a project organization? A common leader can be called a manager, but a coordinator is a more appropriate coordinator ). A person who coordinates various human resources, material resources, and financial resources in the project organization to achieve the expected goal at the specified time.

Therefore, the project manager should always pay attention to the performance of employees. This not only affects the achievement of goals and tasks, but also the infectious power of bad ideas, behaviors, and emotions. It is easy to form a bad ethos of the team, which is a result of the bad value orientation of the team. Employees with poor performance should take the initiative to communicate with them and pay attention to facts. Instead of listening to others' comments, I can easily assert and draw conclusions. For employees who need help, they should help them solve their difficulties. For those with extreme thinking, they should help them understand the truth and restore their enthusiasm for work as soon as possible.

8. Show Personality Charm
Employees obey the project manager's command because of the project manager's power. So what is the power base of the project manager? Power apparently comes from the legal right of Higher Organization ruling, but what makes sure this power is more important is the expert power and exemplary power. In order for employees to obey the command with good faith, the project manager must have a wide range of professional knowledge and a charming personality worthy of the respect of employees.

A project manager is empowered by a confident and responsible working attitude, high moral integrity, and dedication. Only with such personality charm can employees actively take the action steps recommended by the Project Manager to improve the incentive purpose of the Project Manager.