Don Luis, minayas with us. Good morning, Don Luis, how you
are very well, very well enjoying these fresh mornings. Yeah, yeah,
yeah, last night all the rain at night. Too cold for too cold.
Yeah, well, well. I like it, I like what it
' s called when the temperature is cool. But not that cold that gives
you smurf. I got scared yesterday because I was at the time I was
falling vaguely, I was on the street and the puddles started to give me
a little nerve, because it doesn' t get me, it doesn'
t get nervous from what I start from the experience we' ve had.
Suddenly it becomes a lagoon. Like this. Well, today we' re
going to touch on motivation and work. How to get the worker to do
his job right? What to do to achieve high performance and productivity. And
the question my clients always ask me what moves the worker to do a good
job? How to Motivate When I read about it, do Luis, you
know that you get into college sometimes with your mind full of so many things
and read about administration that' s what motivates the employee. I kept thinking
about it for the day and them. But it' s true, because
there are people who motivate it. One thing' s on me. My
partner is motivated by a murmuring of the company. Of course, I had
a partner who would discourage him from coming and not waving at him. Oh,
man, I hear Roberto gets here He always stays in that office.
This is where he greeted you. The one feels like one is the second.
Here' s the second one. This playe doesn' t matter,
but it' s the second one. I mean, what really unmotivated him
was that he was the second victor. I had a job that I had
Alberto, that I had a partner. It was forbidden to eat in the
U and once I found him with a plate and I told him, but
a boy let me take the plate to the kitchen to avoid a problem.
He says no, but you see the boss. Eating here because he can.
I' m not me, because he' s the boss. Don
' t put it on him anymore. Motivation. The good motivation, you
have to know the human nature, definitely because we, well, psychologists,
the professional of psychology, of health, take care of what is, let
' s say, the human nature itself. For example, you touched on
the subject of letters and that here that is the human being. Wherever there
is a human being, there will be good words and bad words, for
wherever there is a human being there will be illiterates and intellectuals. And good
thing he' s gonna write an illiterate. Well, that' s what
he' s got in his brain, what he' s got in his
head. So, correlation to motivation. The first thing to understand and it
is clear that the human being likes the work and enjoys the work and enjoys
that part that is called work that does not necessarily have to be remunerated,
truth, I mean, it does not necessarily have to be remunerated. And
in the workplace, let' s say there are two options to do the
job or you do it alone or you do it as a team. In
both cases, the worker will enjoy the work. Now we come to the
critical point. What motivates the human being comes from within him, or is
what he receives from outside. I understand it' s coming from inside.
Well, what you read can also be a combination, an internal eat and,
indeed, then what is known as intrinsic motivation and extrinsic motivation. Now,
what makes the employee, the worker, to give up the maximum and
everything, is the one that comes from within. That' s why they
sometimes ask me and tell me why we can do to motivate. Well see
if we want to go to the origin of this topic. Stop being motivating
and hiring motivated people exactly, that is because in the countryside it was always
said you can take the horse to the river, but it cannot force it
to take. I worked for a short time with a company where the environment
was very coercive. It was all a monster, it was a bowl,
it was a gesture, it was a theme to throw out, that is,
there it was, there it was working, it was because of the
fear that they would vote for you exactly then there and everyone lived like and
the most toxic work environment that I have worked in my life was that,
in fact, the one that the day they cancelled me, I, that
day I went to celebrate and comply with what they paid me that fortnight,
because my mental health and spiritual tranquility returned to my body. Of course it
always exists. That' s because of the belief that people do what they
do for what they get, that is, for people. If you don
' t push him, you don' t work people, if you supervise
him, he doesn' t work, you have to pay him. So
there' s that external orientation that' s false, or let' s
say it' s not the only one. So what definitely motivates the human
being is what comes from within. So, when I say not motivations but
with trafficking motivated people nothing. I mean, how you' re going to
integrate a choir with people who don' t want to sing, but since
you offer food and offer money, people go. But how do I make
some people who want to dance it, I' m gonna put it to
dance, but let' s say yes, that I can, but it
' s gonna enjoy it. I mean, it' s like you say
that of the musician, the classical musician, the real musician, that is,
how you gave that you think those musicians are playing the instrument that they
don' t like and that' s just why they told him to play
that one they were going to pay him, that he' s going to
let me in. There' s a little venenito, Don Luis, which
I' ll call a butcher musician. When I see a symphony with Wirams,
sir, she' ll run away is the instrument. Or when I
see a symphony that adapted Beethoven' s symphony to him. Of course,
then more than the che does, she' ll run away. You know
that very well. Well, the day you think of it, maybe write
some score. Maybe I don' t even know what a score is.
All right, all right, don' t think you' re alone at
this point. So look what motivates, what motivates the human being what he
does, how he does it and what they accomplish? Hear what you do,
how you do it and what you accomplish? So the recognition, the
prize the pay was a but it doesn' t guarantee what most people want.
I mean, you can' t say people get paid right here.
People here are comfortable. People here get everything they' re promised. Yeah,
but that' s not all. It' s him now he mentioned
something to you and I don' t know where I read it if it
was a magazine you read so many things that someone was talking about the time,
that this was also the time of emotional salary. Yeah, yeah,
that' s pretty much right now. It' s fashionable to talk about
that is to give a creative name to what' s called the subjective psychological
work climate. Or what' s the feeling you have in a workplace.
For example, here it says what it does, how it does it then
in how it enters it ok the, how it is what happens since I
put the first foot inside the company until it saro what the environment is like.
There' s how you don' t handle it, how you communicate,
how you feel if you have a disease, you' re afraid to
say it, if you need a permit, if you disagree with a goal
they set you, that you understand that there' s no way to achieve
that and you feel the freedom to talk to your boss and the boss actually
listens to you, hears you and accepts what you say or not. So
let' s say emotional pay is always pay. That' s what you
get. So economic salary is something physical tangerine, the other is intangible,
which can be a deal. All that, then, is stronger than the
economic, than the economic. Obviously, because Alberto says that that was because
of that, then the human being always has to understand what is integral,
what is integral the real and effective complication of a company and of the human
being is that it is integral, what it means how good. You may
have an athletic body and you are physically perfect, but if your mind is
lost and you are depressed and have emotional problems, your life is going to
be a disaster. So it' s not just taking care of the blessed
body and how they now take care of gyms, which isn' t bad.
But there should be a gym for emotional intelligence, because you can have
the star body, but if your mind is wrong. But you too can
have a brilliant mind and your emotional state. Okay, but your body is
crazy. So, this has a physical problem. So, conclusion, one
has to be well complete. So, the emotional wage, for example,
in the case of the younger generations of millennials and z appreciate much and sometimes
much more value that which is called the emotional wage, that is, the
treatment for, for example, the millennial employee, the time. For him
it is an invaluable value, because for the millennial his life is not at
work. What it was like for us, that is, he' s
going to do a function, he' s going to do it well,
but his life is out there so he wants to be respected for his free
time, that if he gets a vacation, he gets it, he gets
permission, he gets it. He would also like that if I can stay
home and work from home, then give me that freedom, that is the
millennial employee, like that very irrational says, but what I' m going
to do here, I can do perfectly in my house. So what'
s the point, why don' t you let me do that right,
so, if we' re clear, then there' s an intrinsic motivation.
I' ll go back and repeat how. I know this employee likes
good work. That' s the role of human resources, that' s
the role of the recruiter, that' s the role of the attracter.
They remind you that I always mention this job here, but he said that
for him to hire someone he had to love music and he had to have
passion for what he was doing, I mean, that was his requirement.
And the third, which was devastating, has to have a six of three
figures, that is, that means here the one who comes genius and has
a passion for music and has a passion for the work he has, or
was wrong, no, and actually came to hire a memory of a person
who had no experience, but who had a passion for it. Then each
company must have that criterion of attracting people who love their work. When I
do the selection interviews, especially with sales, and I tell him if it
wasn' t sales, that it was not that I was born for this.
My thing is that, that' s, that' s the quick
answer. If it wasn' t accounting that I love that part, I
love testing. So people go away, that' s like an artist being
asked to sing their favorite song, of course it' s gonna feel good.
So the recognition of the prize and it does work, but it is
no guarantee that the result will be favorable. So, if we want employees
to do their job voluntarily, to perform and to be productive, then we
have to deal with two things, the work and the worker, the work
and the worker. So, at the last workshop I was in La Isabel,
in Puerto Plata last week, we' re going to go away year.
Yes, we worked on that issue and that you believe that most of
the leaders who were there when I asked you the question all agreed that they
were exclusively concerned with the work. However, it is the worker who does
the work and we take care of the work. So, if we want
to achieve that motivation, that motivation simply indicates the speed, the speed,
the enthusiasm and the result that you achieve. When he does something, because
there is a premise, he who does what he likes and what he knows
and what he studied, he surrenders, he surrenders because the lady who is
doing the sancocho that enjoys that his maximum pleasure. And when she finishes and
serves that, then she' s not going to extend that moment anymore and
she' s going to complicate it because she wants to see crowned. That.
The painter, the artist, the one who works production, wants to
see his work finished in the end, but, as he has passion for
that, he will not accept quality errors because he has pride and says no
that is wrong. That' s not bad and he' s going to
want to close the circle and finish. That' s why the motivated person
yields and that' s why he' s productive, because he loves the
total product. Then we need to take care of the job. What it
means to take care of simple work. The work in the 21st century has
to be easy, simple and comfortable. We mustn' t fight. I
mean, if I' m short of material, I can' t get
out of my seat and go get that stuff. If my next, next
step or phase of work, I have to stand up and move and here
they ask me for a report. I need, for example, to buy.
I have to make quotes, but the system doesn' t tell me
the last price. It doesn' t tell me who I bought it from.
I have to get in here, I have to go there, I
have to go to the file. So you can' t if you ask
for a quote, and that shouldn' t be a drama. For God
' s sake, it' s still a drama, or quote. Let
me see how telelabor. I' m going to prepare, but for God
' s sake, we' re in the 21st century where you' re
always being asked to quote the same for many products that there' s a
repeat. Then get the salesman out. That' s torture. I have
to get there to get the gas ticket. It' s a subject.
If you give me the viatico that there is no cash, that is a
drama for everything, then today the first thing is for someone to take care
of doing the job. Be easy. It' s easy, like the
surgeon' s subject. I don' t know if you guys have been
in surgery, like I' ve been given three C- sections, because
I already know the event. Talk the surgery to me to say or say
if I get there is all today is exactly, that is, when he,
when the surgeon comes in and everything is. Everyone who pulls, everyone
is ready. So you imagine, so missing thread, see if down there,
Airo, call on the stock to bring, or it' s not
possible, then take care of the job. That' s it, don
Luis, I' m going to tell you. My most recent experience.
I' m listing places to celebrate my son' s birthday. I'
ve contacted two people. She answered me one that answered me she said yes,
talk to Fulana. Fulana never answered me again. And here I am
with my arms crossed because no one, no one has been able to give
it is a quote that I am asking for. I' m not seeing
you base me on heaven Dame, the plans you have for children' s
birthdays, nobody has been able to make. Yeah, it' s that
freak. Okay. I did the same thing with my birthday in a hotel
and that was a terrible, horrible, or terrible fight. Yeah, let
me see, let me check. Then definitely what should be easy, simple.
Then let' s stay back in this century for the longest time.
What will make the work simple, easy, comfortable and simple is going to
be the technology and every day more the issue of artificial intelligence, which saves
time, definitely saves fatigue because it makes processes that are faster, more agile.
So, that job. Also, for example, look at what is
called the working system, which is, how we do things here from the
beginning of the amput from the input to the output. So if we want
performance, if we want people to remember what motivation it is that you do
and how you do it. Now we' re talking about how. Then
how will someone be motivated. If it' s all a problem here,
we have to fight here. If it' s a problem here, you
can imagine getting in your car. Well, you were saying, Peter,
I' d find you a guy, get the car out of you,
get the fuel out of you, that is, look as much pleasure as
you like the trip. You are going to end up frustrated, because the
nature of the work says that the work to produce the pleasure that is supposed
to produce it, it has to be fluid, that is, it has
to flow, it has to pass from one phase to the other, without
inconvenience, without problem. Money is a motivator. Money is a motivator,
but it has limits. But if you said it doesn' t assure you,
it doesn' t assure you what you want, that is, if
you want the worker to work voluntarily, you can pay him. I always
set the example a little ugly that I say good money motivates very well,
Peter. You' re your seventy thousand pesos a month Look, we'
re going to give you twenty- five thousand dollars. You' re going
to take him to that mon in what' s there and we' re
going to give you tar. Not like this. No, then. It
' s not just the money. Isn' t it just the money?
Yeah. It is true that in times like these, that the economy acquires
a high importance and life is high, then the money as it moves and
has more weight, because a lot of excuses from people who work in companies
when it comes to quitting that they earn quite well, mention that. I
earned pretty well in that company. It was going pretty well, but they
didn' t treat me bad. Yeah, the deal for my job was
bad, even though they paid me well. Yeah, I definitely do.
I mean, there must be a combination. But I come back and repeat,
in recent years let' s say from the pandemic here. There are
two subjects that have been taken up. A first place, not paradoxically,
and it is the emotional, emotional part to feel good. Here I have
never seen so much mental health problem, that is, there is an extraordinary
amount of depression, of insomnia anxiety, there is a lot of frustration.
Then that always obeys what we could say two things, dissatisfaction and frustration.
I mean, dissatisfaction is I don' t like what I' m doing
the way I do, I mean, like marriage. I like being married,
but not the kind of relationship I have. Then I like the job,
but not the way I' m doing it and how it directs me.
That' s what causes dissatisfaction. So, as long as there are
emotions you will deny that they last more than a month, two three months,
it will create problems and frustration is I have done everything I can,
everything within my power to achieve something, and I have not succeeded. Then
already the person feels tired, feels tired of making many attempts, then how
to achieve closing that part. All that we have talked about satisfaction, frustration
has to do with the environment in which the worker does the work. I
have insisted here on previous programs that that belief that leaders, the boss,
the top bosses, believe they have the feeling that their leaders treat people,
employees like he treats them, and it' s false. We have to
move down. Here' s Mr Aguayo' s example. Yeah, exactly
what he started doing for breakfast with the people who worked on the production line
exactly have to be bacer on account of all the things that were failing that
he took for granted that he already did. He was what he did.
It happened the way he imagined it. Well, it' s a day.
I don' t know about the whole story here, but how it
was that like the one he came to make that room decision and I went
to do a climate study and evaluate the company. So, obviously the survey
is done to everyone. Then it is discovered, obviously, that these problems
do not reach him, because imagine the distance there is a ladder between a
worker and the owner. I mean, you can pass as three three leaders.
Then they don' t know what' s going on there. So
sometimes the results of the climate survey reach human resources. So, human resources
handle to this day the ninety percent coaching that I give whenever they call me,
I ask the same question. The person knows it doesn' t,
and that person' s boss knows it doesn' t, but he said
he was going to talk to her and he knows what the result is.
Just yesterday I had that conversation and the leader was telling the truth that I
never imagined that it could ever be like that, obviously, because he'
s only related to the manager. So that' s what' s called
the condition of work, as the worker is doing the work. For me
in a company that doesn' t have productivity, performance, good customer service,
there' s a problem in the environment, there' s a problem
and one there is failing. What is called work, how to do work,
conditions, system, etcetera, etcetera. Let' s move on then,
to end the worker. The worker is the one I said, just
as you say that for that position is required a bachelor of accounting, licensed
in administration. Today marketing should also say a criterion below, that it must
be motivated and that it is a motivated person. To that person who studied
what he likes, he worked on what he likes and that' s his
passion. So, right there, the theme that' s called. It
is necessary to put the right person in the right position, that is,
when a person who means the right position, that that position which demands the
requirements, has to do with the profile of the person, has years of
experience, dominates what is asked, has skill of everything perfect. That'
s the right position for him. And why is he the right person,
because he loves that and has passion for it and likes it, then?
Yes, it is true that today there are many people who are correct what
they want if they have passion and like it, but they are in the
wrong position because they come out in their area. Then we always say how
you to a person who didn' t study marketing, how you' re
going to require him for a lot of experience, to sell, to do
marketing strategy. He can' t do it because it' s not in
his brain. It' s in his baggage. Of course, there are
a lot of people who study administration and get marketing opportunities and stand out,
but they do their master' s then in that area. So, in
conclusion, if we want motivated employees who surrender to do the job voluntarily,
that we don' t have to push so hard, you have to evaluate
the current conditions in which you are doing the job. And second, you
have to evaluate if that person is really in the right position and if he
is the right person for that position, that is, if he is motivated.
Motivation is not a vaccine. Motivation is not a recipe, it is
not the set of various elements, as we have seen here, that are
summarized at work and in the worker. Well, don Luis, thank you
very much, Luis Minaya. With Minaya under we start so that what they
are scoring, Don Luis, has already started with what remains of the nine
months of this year, which has already dedicated three months to the first,
three months. Yes, so now, forward what there is is Caña,
where you already have to close by then Spain, until December, put that
mill to grind xctra piche well that thanks to Don Luis Minaya, remember Luis
Miraya, com Minaya, Rayita, below, c o