Lift supervision, let the girls write and sign their own replies, encourage them to become experts in problems that interest them.

“All we did, really, was let them make more and more decisions about their work as they became experienced,” says Robert Ford, a personnel executive.  The upshot: staff turnover dropped (a formal questionnaire showed a dramatic improvement in job satisfaction), productivity rose to above pre-test levels, and the number of shareholder complaints about the replies to their question plummeted.

WHAT MAKES people work?

At first glance, the question seems easily answered --or downright silly. When it was first asked seriously some 45 years ago, it seemed obvious that people worked solely to feed and clothe themselves, and the way to get more out of them was to put on the screws-perhaps with a sharp tongue-lashing from a tough boss.

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Contributed: Jeff Eaton

NOT LONG ago, I had a chance to watch a surgeon perform a delicate brain operation.  A slight slip of his hand would have meant paralysis or death for the patient.  What impressed me about the doctor was not his skill but his amazing calmness.  I knew that only a few moments before the operation he had been nervous.  But once he stood at the operating table, he worked with a machine-like sureness that left me dumbfounded.

Whoever You Are, Whatever You Do

Great articles here for those need motivation at recession times.