Leadership and the Secrets of Motivation

How To Do A Magic Trick With A Pen - Leadership and the Secrets of Motivation

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I'm often asked how leaders can great motivate their employees. This straightforward ask covers lots of situations and is often a ask for strategies to turn an additional one adult's workplace behavior while assuming he/she is defiant or indifferent to manufacture the change.

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There can be a lot going on behind employee under operation or disinterest that a manger may expound as unmotivated performance. Let's go past tips and tricks for motivating employees and look at the role of conflict, standards and accountability, and goals and talent all play a role in improving or inhibiting employee motivation.

Control and Conflict: dream a group of professionals who ordinarily put out sloppy, incorrect, misspelled and poorly punctuated documents. A snap judgment could precisely terminate that they are unmotivated. Let's take a closer look into this case study and uncover the dynamics behind this indication of illness of unmotivated performance.

In a Cpa firm I worked with, the owner was very careful - good for accounting accuracy - bad for motivated, self-directed employees. For example, each month his firm would send out payroll tax letters to client companies that his employees would draft. He insisted on reviewing these for accuracy. Once he was happy with accounting accuracy, he would then communicate each letter for grammatical and stylistic elements. He'd correct/modify these in red and send them back for revisions. When corrected by his accountants, he'd communicate them again, make modifications and send them back again, etc. Ironically, the more he sent back letters for revising the worse the quality got. They ordinarily sent him incomplete letters with glaring errors causing him to bring out bigger and bigger red pens. This dumbfounded and aggravated him tremendously.

We had to address the conflict between his need for preferential perfection and his employees' need for feelings of autonomy and proprietary in their work. We designed a enterprise meeting to bring out both sides of this conflict on the table. We identified the benefit both employees and supervision got from holding the conflict going: the employees could absolve themselves of responsibility and enjoy the game of complaining about the boss as the bad guy, while the owner got to feel that he knew more than his employees did justifying his position and authority. Once acknowledged, neither side wanted to keep this game going. We built a new procedure for handling these letters and all written correspondence in the future.

Control was an issue we continued to work on with the owner through coaching sessions in order to improve and reserve this turn toward more employee autonomy and internal motivation. Issues swiftly faded because the root cause was not one where motivation was lacking - supervision operate resulting in conflict and employee passive aggressive behavior was.

Standards and Accountability: Often when leaders ask about motivation, what they are precisely saying is, "How do I get person who doesn't want to do something to do it?" So, let's take a look at the lowest line of accountability. Motivation or not, there are job elements that are not optional. Habit nonperformance deserves exploration before proclamation - the windup that the employee is unmotivated. This behavior should precisely be described as underperformance, which is measurable, rather than as unmotivated, which is an understanding describing the personal dynamic behind the under-performance.

The employee must be alerted to his inadequate operation and be given a opportunity to exact it with the reserve of agreed upon activity plans built with his manager. Ensue up meetings will reserve either confident recognition if employee changes are being made agreeing to the activity plan or progressive consequences if they are not. Consequences will motivate behavior turn where disapproving, blaming or generally hostile lectures will not. Use minor consequences early and consistently so both of you can avoid the more severe ones. If despite this, the employee continues to under-perform, he will behave his way out of his job. And while it is never easy to terminate, with the evidence of his broken commitments to manager supported change, a leader will not lose sleep wondering if it's the right decision.

I was working with Marilyn, the Chief Operating Officer of a manufacturing firm of about 75 employees. Her two, second shift supervisors Frankie and John, ordinarily came to work late, obviously setting a poor example for the rest of their crew. Casual feedback about the need for timeliness had a minor temporary Ensue but after two or three days they both would return to their Habit tardiness. Next came the lectures about the impact of their behavior on the rest of the crew via the example they were setting, same result. Next came Marilyn's emotional outbursts the two endured remorsefully but again, without permanent change.

If you've raised teenagers this progression will sound familiar. Indifference on the part of the offending party escalates the emotional reactivity and loss of operate in the authority form undermining their credibility. Because no effective turn occurs and no real consequences are implemented, the guilty party learns their leader is ineffective and all they need do is endure the lecture and nothing much will happen after that. No need to change.

The solution? Apply the 80/20 rule with a calm demeanor and align consequences. Instead of lecturing (her 80), we worked with Marilyn to get the supervisors to communicate the problem that gets in the way of their timeliness (their 80). Once identified, she led them to establish a solution and then followed up on their implementation of it. Additionally, she let them know that the success of their plan was important because the first step of their progressive discipline ideas would be implemented if they failed to use it successfully. This increased Frankie and Johnny's proprietary of the problem and its solution.

Regular follow-up sessions to precisely reinforce Frankie and John's typical early success were used with the dates for subsequent follow-up meetings established at each one. This reinforced that this time the turn wasn't optional or would fall off Marilyn's radar screen. Add the follow-up meetings and the minor but real consequences that would be applied if they came in late again and a prosperous operation turn occurred immediately.

Aligning Talent and Goals: Now let's look at motivation from an additional one perspective. Reconsider that you don't have to motivate a child to eat ice cream. In other words, if the activity is enjoyable, beneficial, or meaningful, there is internal motivation to act. And this internal motivation, once activated, generally becomes self-sustaining. So let's look more thought about at the circumstances on the employees' side that might look like a lack of motivation to the manager. Do we know what the employee enjoys doing (a good indication of talent and therefore, internal motivation and employee success)? Talents are by definition the source of intrinsic motivation. We enjoy working in our talent areas because in them we are plainly good at what we do, find the work to be easy and ordinarily successful. Is the employee in the right position for his talents to be used and generate internal motivation? Does the employee know how his work benefits others in the company, customers, and how it helps the enterprise accomplish its mission and goals?

Gallup study tells us that the quality to link one's private work to a greater purpose/benefit of the organization produces a happier and smarter employee who will make a great offering to his organization. Do we know what is meaningful to the employee? In other words do we know why he works beyond putting food on the table? If we can link his/her work to the fulfillment of his dreams, we motivate. Stimulus-Response psychology implies that this is not necessary: all we need do is provide the effective confident and negative reinforcers and we can get anything to behave as we wish. The divergence here is between manipulation/coercion and true motivation, which creates self-sustaining behavior with minimal supervision.

Bill worked in a printing shop of about 100 employees. He was a very prosperous stripper, no, not that kind. His job in the old days was to physically cut and paste the copy to be printed onto plates that would then be burned and used in the printing process. As technology progressed the enterprise went "computer to plate" eliminating the job of the stripper. Bill's boss Peter was loyal to his employees and so refused to let him go. Bill was given a job at the same pay for sweeping up the shop. Neither was very happy. Peter began to experiment with other positions for Bill and when he said he liked computers, Peter moved him into the descriptive establish area where he was trained to generate the artwork customers needed. an additional one bomb. Peter asked us to collate Bill's talents and we discovered his like for computers had to do with building them, not using them. So we challenged Peter's loyalty as to its boundaries. Would he be willing to help Bill get his next job exterior of the company? Peter was immediately intrigued. He paid for some training for Bill in building computers and then used his contacts to help him get his first job. Bill came back two months later just to thank Peter for helping him find a job he loved. The other employees were of procedure impressed with the company's commitment to its workers and the work culture of the organization was hugely strengthened.

Summary: A good manager builds relationships that are confident and trustworthy. With these in place, employees are free to give direct feedback if the manager is creating conflicts. Managers are free to clearly state expectations while ensuring employees have a set up for success. Supporting employee success also supports managers holding them accountable to their goals. Finally, confident relationships allow managers to observe their employees' talents and dreams and do what they can to align their work with them. Motivation then, is not a technique that extra leaders use to magically transform employee performance. It is the natural Ensue of thoughtful, caring, and committed leadership, which strives to generate a win for both the organization and the employee.

Copyright 2008 Rick Piraino

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