Motivation

Motivation http://www.themanagementskills.com

Motivation “ A great man is one who can make a small man feel great, and perform great.”

The hierarchy of needs
Self actualization needs
Esteem needs
Social needs
Security needs
Physiological needs

Motivation…
is setting audacious objectives &
getting people to own & achieve them.
is getting someone else to do what you want done because he wants to do it .
is making people feel & take pride that they have done it.
is letting go while retaining the right to know what is going on.
is the art of accomplishing more than what scientific mgt says is possible .

What I hate about my boss..
He lacks enthusiasm.
He is insecure.
He doesn’t accept responsibility.
He lacks people skills.
He is unwilling to guide.
He doesn’t inspire us to perform.
He doesn’t appreciate good work.
He doesn’t discuss new strategies or ideas with us.
His communication is negative & de-motivating.

Men, not machines.
A promise is a promise.
Turn down in the first place (rather than withdraw it later).
Spot talent, creativity & promote.
Encourage initiative.
Tolerate mistakes.
Learn from them.
No mistakes, no initiative.
Set an example.
Think of them as individuals.
Meet them face to face. Listen.
Talk straight.
Give clear instructions.
Accept only after weighing the pros & cons.
Don’t put on airs.
Never stand on ceremony.
Take the rap yourself.

Give the right touch.
Keep channels open.
Why argue? Understand.
To err is human.
Listen to complaints.
Don’t shout. Explain.
Never hold out threats.
Blow your top, but constructively.
Soften the blow.
Allow them to let off steam.
Don’t accuse. Investigate.

Seniority – cum – ‘fitness’!
From a cartoon by R K Laxman
A well-dressed chimpanzee is sitting in an office, wearing spectacles and poring into a file in all seriousness. Two persons stand at some distance away. One of them, probably an insider, to the other:
“ Prospects here are very good. Just 20 years back he was brought here for experiments. By seniority he has become the head of the department now.”

Punishment doesn’t reward!
Gets only temporary redn in unacceptable behaviour.
Constant presence of punisher necessary.
Doesn’t teach appropriate behaviour.
Produces increased fear (less effectiveness in work).
Produces emotional side-effects.
Produces rigid & inflexible behaviour patterns.
Suppresses more behaviour than that punished.
Can result in counter-aggression.
Passed on down the line.

The secret to motivation(M) is to understand your people
Not all employees are alike, nor all situations. There is no single best way for M .
People are different in their needs & hence in their M s.
Individuals change their aspirations & needs frequently, changing their M s.
A single goal can be reached in a no. of ways or M s.
A single goal can satisfy a host of needs & M s.
You cannot really motivate anyone. But you can provide the environment in which he grows.

The rules of motivation
The four ‘R’s - respect, recognition, responsibility & recreation
Motivate yourself to motivate others.
Participate in order to motivate.
Motivation, even when estd., does not last forever.
Motivation requires lots of individual recognition.
Progress & success motivate.
Challenge motivates only if you succeed.
Team membership motivates.
Motivation is not appeasing. The formula for failure: Try to please everybody!

How to motivate?
Allow them to develop their job, to continually improve.
Set targets for them to get a sense of achievement.
Give them variety & interest.
Show trust. Be open.
Keep them in the picture.
Empower. Allow them control over what they do.
Tell them: a work ill-done must be done twice.
Give regular feedback to prevent misdirection.
Give praise. Show appreciation.
Encourage teamwork, sense of belonging, synergy.
Ensure conducive work environment.

Motivation – the basics
What gets asked for gets done.
What gets measured gets done better.
What gets rewarded gets done best of all.
“ People do what they do because of what happens to them when they do it.”
Motivation requires a SMART goal.
Motivational instructions are always ‘SMART’
Specific
Measurable
Agreed
Realistic
Time-bound

What gets asked for ….
Know what you want. Decide on the performance level you require.
If you don’t know what you want, you cannot convey it to them.

What gets measured gets done
End results to be specific & quantifiable.
Mere urgings - “do better”, “work harder”, etc. - are not motivational.
Let employee know what is expected of him and when it is to be completed.
Specify the stages.
Ensure he knows how he has performed and when he has completed it.

What gets rewarded…
Reward!
Given after the desired behaviour or performance.
Given as soon as possible.
Specific to the accomplishment.
Personal in impact.
Valued by the recipient.
Delivered consistently.
Predictable by the recipient.

On rewards
Ensure correct feedback.
Keep changing rewards to get improved behaviour.
Do not reward them all alike. Base it on their performance.
Continue to tell them – what they should do to deserve it.
Be consistent in your rewards. Have a firm link: for this performance, this reward.
No need to continue reward after the behaviour is established.
Be fair. The size of the reward must match the effort.
Reward necessary for continued good performance.
Reward them in other ways than just money.

The outstanding reward!
However outstanding you may be, you can hope to get an outstanding report only from an outstanding superior.

“ Delivering high performance is a journey rather than a destination.”
Show appreciation for good work.
Involve them in as many work decisions as possible.
Show real care & help in personal problems.
Hawthorne effect : if you treat people as special their performance would improve.
Constantly upgrade the notion of what is acceptable.

Tell them what to do, not how to do.
Know the extent up to which to give detailed instructions.
Know when to cut off debate & initiate action.
Seek & take responsibility in the workplace.
Ensure that tasks are understood & accomplished.
Know which is more important in a given context – details or the wider viewpoint.
Set an example.

Setting goals
Set targets that stretch them.
Make them believe in themselves.
They can only succeed in targets they believe they can achieve.
Achieving goals is a motivating force in itself.
When realistic, they enhance performance due to less anxiety and more motivation.
Goals are within individual’s control & hence are flexible.
They should be
- specific, measurable & behavioural.
- challenging, but realistic.

Goals work.
The goals enable employee to -
orientate himself to what is required.
direct attention & activity towards the task.
direct efforts towards achievement.
build persistence.
devise new learning strategies.
The harder the goal, and/ or the more important the goal, the more is the effort put in.
When more specific, they are more achievable.

Try the mother’s rule! Coupling of something not valued with something that is valued.
“ When you have finished your dance lessons, you can have your ice cream.”

Job enrichment Employee satisfaction (to) motivation (to) performance
Minimum controls
Maximum personal accountability
Work in complete entities
Employee to have control over -which task & when
Feedback on performance & quality directly to employee
Opportunity to do new jobs
Individuals to choose their jobs with the rest of their team
Opportunity to discuss & comment on changes in work
Job rotation instead of one single short cycle job.
Ensure variety, personal autonomy and scope for personality development.

Praise in public. Criticize in private.

Make them break through!
Make people think in a breakthrough fashion.
Motivate. Create enthusiasm & passion.
Create a dream & make the team go towards it.
The ability to get the message across is what ignites people to act as one person.
Mine more value.

For more presentations, please visit: http://www.themanagementskills.com

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Motivation

by Ashit Jain on Jan 31, 2009

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