MindMap Gallery The underlying logic of business 1-5 5 The underlying logic of incentives
This is a mind map about the underlying logic of business 1-5 5. The underlying logic of motivation. By understanding these underlying logics, managers can formulate more effective motivation strategies and improve employees' work motivation and performance.
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The ice hockey schedule for the Milano Cortina 2026 Winter Olympics, featuring preliminary rounds, quarterfinals, and medal matches for both men's and women's tournaments from February 5–22. All game times are listed in Eastern Standard Time (EST).
This 2026 planner effectively combines goal setting with practical tools, including monthly plans, weekly plans, and monthly reviews. Integrated lifestyle and leisure sections ensure work-life balance, while the quarterly layout provides a clear structure for tracking progress. The planner's simple and clear design helps you clarify your goals, cultivate habits, and cherish every important moment – turning your plans into reality step by step, with new achievements every week.
5. The underlying logic of incentives
1. Why motivate?
It's hard to stay in good shape forever
Better employ and retain people
2. What is motivation?
inspire encourage
3. How to motivate
Three major methods of self-motivation - always maintain passion and ignite the team
treat yourself as someone else
Treat difficulties as obeisance
exchange pain
Three major accounts to encourage subordinates - to unite people and follow them with peace of mind
material account
Employees are interested
Motivating employees with something that you like but employees don’t like will only result in more losses than gains.
Family can show off
Money stimulates the brain, and items stimulate the heart. Only when the two complement each other can material incentives achieve the best results.
Emotional account (taking care of employees’ emotions and creating employees’ feelings)
Goal motivation
As a manager, you must discover what your employees’ goals are and motivate them based on their goals.
competitive incentives
Make good use of employees’ competitive nature to inspire fighting spirit
crisis incentives
People will move in order to pursue happiness, and they will also move in order to avoid pain. Both should be used together.
Participation incentives
The emotional experience is very different between a plan that is jointly formulated by employees after their participation and a plan that is decided by the leader’s head.
Empower incentives
Give subordinates a sense of trust and status, and they will be inspired to have a sense of responsibility and mission.
Tolerance inspires
Only with enough tolerance and trust can life generate unlimited power.
praise motivation
A thousand words are not as good as a precise praise and praise
Inspiring by example
Managers should not only praise outstanding subordinates, but also use them to infect more people
Honor Incentive
Name outstanding subordinates for their contributions
Caring and motivation
Uniting a team with love is more stable and valuable than suppressing it with fear
Frustration motivation
When everyone wants to lie down, we should turn shame into motivation
Punishment and incentives
Clarify the facts, distinguish rewards and punishments, and put communication first
Communication and motivation
praise
Use less judgmental language and more observational language
criticize
Dare to tell the truth, not the person but the matter
Praise in court, criticize in private
Criticize in a timely manner and do not settle old scores
implicit encouragement
suggestion
Dare to give advice
Speak at a time, place, and method acceptable to the other party
Use the word "confirmation" well
cultural incentives
Continuously inculcate and promote
Precipitation of time
Leaders set an example
Development Account (employees need "future")
Provide career planning for subordinates
Improvement of abilities
job promotion
Four steps of team motivation-unite the same goal and create brilliance together
Ideological team building
Ideological team building goals
Make it clear why you are fighting
Make it clear what the relationship between goals and employees is
Elements of ideological team building
Co-creation team symbol
Let the stories continue to be told
Internal and external scene applications
Life team building
Create release points and get to know each other
Create a sweet spot and move each other
Leave a memory point and continue to be moved
Target team building
In front of the station: detonating faith
Show off your colleagues who have achieved good results
Good methods should be solidified into processes and steps to train the team
In battle: fight steadily
Report frequently to keep your confidence always there
Quick rewards to keep the status alive
Care more and keep the emotion alive
Set an example and let heroes always be there
Great sprint, let the victory always be there
After the War: Commendations Revisited
commend
Review: Summarize experience, improve deficiencies, and replicate successfully