The Number Eight Motivator – “The mission or purpose of my company makes me feel my job is important”

It’s easy to become sceptical about Vision, Mission Statements and the like adorning the walls in Reception, but working for an organisation that does worthwhile work that you believe in or identify with, is increasingly important.

We need to feel that what we do has some purpose and meaning, and we’ve probably heard the truism that “We are happy to the extent that we are in pursuit of worthy goals”

Hoshin Planning (Policy Deployment) is a very structured way of addressing this. Put simply, the idea is to cascade an organisation’s goals – by discussion and agreement – through every level of its hierarchy. Although it appears simple it often takes years to introduce the approach effectively. Done well though, everyone can see how the projects that they are working on fit into the “big picture”.

More easily, a good employee appraisal system should help translate the organisation’s goals into objectives, targets and measures for key staff.

Even more simply, regular one-to-one sessions where employees agree objectives and receive regular feedback, can be a great way of ensuring that employees understand how and why what they’re doing fits into the “big picture” and why it’s important.

Whatever technique we use though, we need to help employees understand that their work is important and valuable and that it contributes to a worthwhile goal. From a Leadership perspective we need employees to understand not just “what” they need to do and “how”, but also – and most importantly – “why”. Speaker and author Simon Sinek explains this in his “Start with Why” Ted Talk on YouTube.

… and if you’d like some help to find the “Why” in your own manufacturing business, contact

The Number One Motivator – “I know what is expected of me at work”

Expectations detemine outcomes, Expectations motivate us, Expectations keep us on track. So it’s no secret that the best organisations – and the most effective Leaders – are all over this.

So here are some simple tips – aimed here mainly at manufacturers.

Long-term: make sure everyone clearly undertands the common goals of the organisation and why you do what you do. Is there an answer to “Why am I here” and “What’s in it for me”?

Medium-term: spell out the three most important goals this year, this quarter. Back them up with SMART objectives for each and every team member (Specific, Measurable, Achievable, Relevant, Timescaled).

Short-term: provide simple visual “target and actual” measures in each workplace. Every team member needs to see for themselves what’s required and how well they are doing. At the end of each shift / day / week every team member should know – without waiting to be told – how well they’ve done, and what they need to focus on next time.