- Belief building
No matter what the pressure, resist the temptation to call the troops together and threaten them. Such tactics seldom work. Your good staff members will be extremely offended. And the ones you are attempting to reach won't hear you. It will go right over their heads.
Yes, you can stimulate people and excite them through the offer of some kind of "carrot." Yet the things people regard as an incentive today may quickly become their right - and then they no longer stimulate. So, to recreate the excitement, you've got to offer yet another incentive. And another. And another. Eventually, you'll find it hard to find something new to give.
What about belief building? Belief building in what? Strangely enough, not the building of belief in your expertise or status or capabilities, but the building of your staff's concept of themselves. Building into them confidence in their own potential, abilities and innovative skills.
In short, the key to productive teamwork lies in staff members mastering a job and being motivated to do it well. Fear will motivate them not to get caught doing it wrong. Rewards will motivate them to do it right the first time - if it will be noticed. But only belief building will motivate them to do it right the first time regardless of whether anyone is watching or not.
Ever since there have been auxiliary staff members, their purpose has been to help. They enjoy the role of coordinator, tension resolver, facilitator, nurturer. Historically, the most important reward for nurses and other auxiliary personnel has been close personal contact with patients.
A few years ago a study was done on what auxiliary staff members really want with these results (rank ordered with one as highest):
What doctors think auxilliaries want:
What auxiliaries really want:
Staff are profoundly loyal to their doctor when they belong to a practice that cares about them, challenges them, believes in them, appreciates them and wants the best for them - not just as employees, but as total human beings. The doctor demands a lot in return. This is not a negative, doctors who give a lot, should ask for a lot. It begins with the doctor. Loyalty begets loyalty, friendship begets friendship, honesty begets honesty, commitment begets commitment. The important features are investing in the long-term growth and development of staff, promoting from within, offering pay and benefits that are perceived as fair, treating people the way you would like to be treated.