Why do we need to understand motivation? The fundamental reason is that it is the only way to create spontaneous and unexpected improvement in performance. Of course, performance can be improved through re-structuring of processes, by training and coaching staff better and any number of other good things in organizations that create incremental, linear improvement. But only motivation creates non-linear change because everyone even the very best of performers have it within them to become exceptional\u00e2\u20ac\u00a6<\/p>\n
The task of leadership is not to put greatness in to people but to elicit it, for the greatness is there already – John Buchan<\/em><\/p>\n What many managers do not appreciate well enough is the force multiplier effect in motivation. You see, you can be motivated yourself and that’s great. However when you become a motivator, this multiplies the impact by the number of staff you have. All of them try a bit harder, work a bit happier. Some managers work tirelessly to get results when even a bit of that time to motivate the team would mean enhanced group productivity and much more impact on results.<\/p>\n So how do you as a manager become a motivator? Well, there are some good things you can do to enhance motivation, there are some bad things managers do that reduce motivation (and we’ve all done these and shouldn’t) and some stuff that is a bit confusing so we’ll try to clear that up.<\/p>\n The Good<\/strong><\/p>\n -Help and coach staff to achieve better results The Bad<\/strong> (messing up the hygiene factors)<\/p>\n -Managing too much detail and using excessive supervision The Confused<\/strong><\/p>\n Many people get misled or confused into believing that people value learning, growth, respect etc but money is not a factor. Nothing could be further from the truth. What studies and surveys of motivation show very clearly is that money is extremely important but it is in some cases not always the most important factor in motivation. For most managers, a practical insight on this issue is as follows:<\/p>\n \u201cMoney is incredibly important – but I should not delude myself into thinking that this is all that matters for my staff\u201d – there is some other stuff I have to do\u00e2\u20ac\u00a6\u201d<\/em><\/p>\n One other truism about money and motivation: the same amount of money every month becomes a bit boring no matter where one is in the pecking order – so the odd extra payment, a bit of a bonus, a sales commission, or a cash prize for exemplary performance, or any unexpected payment is a\u00a0 positive motivator.<\/p>\n","protected":false},"excerpt":{"rendered":" Why do we need to understand motivation? The fundamental reason is that it is the only way to create spontaneous and unexpected improvement in performance. Of course, performance can be improved through re-structuring of processes, by training and coaching staff better and any number of other good things in organizations that create incremental, linear improvement. […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2,4],"tags":[],"class_list":["post-195","post","type-post","status-publish","format-standard","hentry","category-hr-management","category-management-and-leadership","post-preview"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t
\n-Recognize achievement big and small
\n-Make the work more interesting – everyone wants a change
\n-Delegate, empower and challenge
\n-Provide visibility of the future and steps for advancement
\n-Create learning and growth opportunities<\/p>\n
\n-Using too many policy and administration control systems
\n-Maintaining a formal stance with staff – not cultivating relationships
\n-Asking for long hours and frequent travel that upsets work-life balance<\/p>\n