????1. 找出哪些東西會給員工帶來動力。員工各不相同，需要不同的東西來得到滿足，因為他們都有獨特的個人價值。不要假設“每個人都想要同樣的東西”，因為情況并非如此。了解他們需要的方式是：詢問并且傾聽。了解“成功”對每個人都意味著什么，并且利用這種力量讓雙方受益。

????2. 了解怎樣創造一個有吸引力的愿景來激勵員工。當你去了解員工真正關心的問題時，他們也會發現自己對成功的定義，大家共同創造一個令人興奮的愿景并不難。這樣做的最佳途徑是讓大家坐在一起并進行一次尋找共同愿景活動。這樣，最終的愿景就不是“老板的愿景”，而是“我們的愿景”。如果這個愿景不能讓人感到激動，那就讓他們把它變得更激動人心一些吧。作為領導人，你的工作是確保公司愿景確實能讓人眼前一亮。

????3. 一有機會就和員工就使命問題進行溝通。使命？沒錯，使命的作用是實現人們的共同愿景！要成為一個會講故事的人，而且要通過講許許多多的故事讓愿景和使命變得活靈活現。舉一些充分敬業員工的例子，講講他們有許多“棒極了的工作日”以及他們執行的策略如何讓企業更接近其愿景。讓每個人都對企業的目標一清二楚。

????4. 建立一種文化來釋放敬業員工的潛力，讓他們及時處理實質性問題。換句話說就是，放棄“命令和控制”，讓員工從自己的經歷學到東西。停止微觀管理，掌握發揮重要作用的新方法。“賦予動力”的意思是“人的內在動力，而非外在”。也就是說，讓員工獲得動力，讓他們從錯誤中汲取教訓，認可他們的成功，當他們開始體驗因他們個人為企業帶來的變化而產生的滿足感時，看看會出現什么樣的情況。

????5. 就企業的核心價值跟別人進行溝通，并身體力行。如果你頻繁脫離你所描述的核心價值，大家就會看到這一點。在企業的最佳員工看來，你就毫無信譽可言。最差的那些員工就會效仿你的做法并且大范圍地擴散你自相矛盾的行為。違反這一規律已經毀了許多企業。確保自己時時刻刻都“言出必行”。

????最后，我還想引述Blessing & White公司的一句話：

????“敬業員工會為自己能付出什么留下來（他們喜歡自己的工作）；不敬業員工會為自己能得到什么留下來（有利的工作環境，成長機會，工作保障）。”——Blessing White《2008年員工敬業程度報告》

????下次，我們將就人的層面，更深入地探討Blessing & White所說的“敬業方程式”。（財富中文網）

????譯者：Charlie

????1. Find out what motivates your people. They are all different and need different things in order to be satisfied, because they have unique personal values. Don’t assume that ‘everyone wants the same things’ because they don’t. How do you find out what they want: ask them, and listen. Find out what “success” means for each person and harness that power for mutual benefit

????2. Learn how to create a compelling Vision that excites people. When you are in touch with what people actually care about, and they are also in touch with their definition of success, it’s not hard to create an exciting vision together. The best way to do it is to get them in a room and facilitated a Shared Vision exercise so that the final vision is not ‘the boss’s vision’ but “Our Vision.’ If it’s not exciting ask them to make it more exciting. Your job as a leader is to make sure that the Vision truly lights people up.

????3. Communicate the mission at every opportunity.Mission? Yes, the Mission is to achieve Our Shared Vision! Become a storyteller and tell lots of stories that bring the Vision and Mission to life. Use examples of fully engaged people who are having a lot of “Great Days” implementing strategies that move us closer to the Vision.Make the purpose of the organization crystal clear for everyone.

????4. Create a culture that unleashes the potential of engagedpeople to deal with real issues in real time. In other words, let go of ‘command and control’ and allow people to learn from their own experience.Stop micromanaging and learn a new way of being important. ‘Empowerment’ means ‘the power is inside the person, not outside.’ In that case, give them the power, let them learn from mistakes, recognize them for their successes and discover what happens when people start experiencing the satisfaction that comes from personally making a difference for the business.

????5. Communicate the Core Values of your organization and then live by them. If you are frequently out of integrity with your stated core values, everyone is going to know it. You have no credibility with your best people. And your worst people will make themselves carbon copies of you, spreading your incongruent behavior far and wide. Violating this rule has led to the destruction of many businesses. Make sure you ‘walk your talk’ all day, every day.

????I’d like to leave you with a final quote from engagement consultants Blessing & White:

????“Engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).”-Blessing White’s The State of Employee Engagement 2008

????See you next time, in the Human Dimension, where we will dive still deeper into what Blessing & White call “The Engagement Equation.”