A Quote by Tom Peters

The common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation. — © Tom Peters
The common wisdom is that ... managers have to learn to motivate people. Nonsense. Employees bring their own motivation.
Our philosophy at Zoom is to create a company that promotes self-motivation. I have told our managers not to spend too much time motivating employees. You have to create an environment where employees can motivate themselves. That is really important because self-motivation is more sustainable.
It's not my job to motivate players. They bring extraordinary motivation to our program. It's my job not to de-motivate them.
You can't motivate a group of people or a Team. You have to motivate people individually, and that motivation has to be in an environment in which that person has a goal - something they want to accomplish in their lives.
One of the things we know is that you cannot motivate other people, but you can remove the obstacles that stop them from motivating themselves. All motivation is self-motivation.
That is something a lot of managers want to do - they bring their own people and do everything their own way.
You can motivate by fear, and you can motivate by reward. But both those methods are only temporary. The only lasting thing is self motivation.
When managers overdo micromanaging of others, they probably hired the wrong people or failed to give them a clear idea of what each one is to accomplish. I prefer to train employees to be self-managers, just as in an orchestra each performer knows his or her role without being micromanaged.
The best motivation for anyone-including employees-is to hear or see our name as often and in as many places as possible. Our name is the most potent sound we can hear and see. If you want to motivate someone put their name up in lights and/or sing it from the rooftops!
Though wisdom is common, yet the many live as if they had a wisdom of their own.
In truth it is best to learn wisdom, and abandoning all nonsense, to leave it to boys to enjoy their season of play and mirth.
Common sense, in so far as it exists, is all for the bourgeoisie. Nonsense is the privilege of the aristocracy. The worries of the world are for the common people.
The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.
I think the bring-your-own-device is the best thing that ever happened to CIOs. Now employees are paying for their own devices.
The best thing is to motivate people to do their own work. I'm not opposed to making money. But I started to play rock 'n' roll to motivate others, to shake things up, wake people up and to let other skinny, pimply marginalized weirdos know they're not alone.
I hope I set an example to motivate people, to motivate the new fighters, motivate the guy who doesn't got to the gym who doesn't train martial arts because he has a knee injury or some little things.
Modern Australian trade unionism and the unionist that I am doesn't rely on a class war view that somehow that the interests of employees and managers are in two separate spheres and they're irreconcilable. I believe that when people can go to work and be happy, satisfied, engaged, where the employer is getting employees who feel their interests are aligned with the employer, you get productivity. This is the future of Australian workplaces.
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