1. ALL PEOPLE ARE MOTIVATED. Some people are like water in a faucet. They have the motivation; all you have to offer is the opportunity. The water is already motivated to flow. But he doesn't have the opportunity until the tap turns on. Others are like mountain streams, flowing quickly but following their own channels. People can also move energetically, but towards their own goals. We in management should make it worth channeling their motivations towards the results that management is looking for.2. PEOPLE DO THINGS FOR THEIR REASONS; NOT FOR YOURS OR MINE.We in management need to show employees what's in it for them when they follow behaviors that benefit the company. We can demonstrate this by using rewards and recognition, appealing to their sense of pride and accomplishment.3. PEOPLE CHANGE BECAUSE OF PAIN. When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans did not start buying smaller, more fuel-efficient cars until the suffering caused by high gasoline prices became greater than the suffering caused by switching to less spacious and less powerful cars. THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION. When something becomes personal, it becomes important. When our customers or our employees start to identify with who we are and what we are, good things start to happen. Big companies have discovered this. Prudential, for example, knows that its customers want to buy safety. So it doesn't just sell insurance; promotes peace of mind by inviting us all to buy "a piece of rock." Kodak doesn't sell film; invites its customers to "trust your memories to Kodak." AT&T doesn't tell us to make long distance calls. He asks us to “reach out and touch someone.” In dealing with employees, it is not enough to appeal to them on the basis of loyalty to the company. They need personal reasons to demonstrate this loyalty. Whether instituting a new educational program or undertaking a total restructuring, we can more easily engage our employees if we show them how the change will affect them for the better. When my company sets out to guide corporate teams in developing their human relations skills, we don't tell them what we'll do for the company. Let's talk about what we will do for the individual. For example, in the introduction to one of our manuals, we tell supervisors: "We have designed this comprehensive educational system to help you master the skills of supervisory management and enjoy the benefits of leadership and career enhancement..