Motivators

Autonomy and empowerment

Once you have sorted out the basics you can now start looking at how to motivate individuals. 

No-one likes to be micromanaged. We are all adults, and we all crave some autonomy and freedom over our work. In some areas this is easier to achieve than in other areas. 

Reflection

In your team, how much autonomy, decision-making and empowerment is given to your people? 

Decision making is often pushed upwards in environments of hierarchy, autocratic leadership, or low trust cultures. 

Some work or teams are able to empower and delegate responsibility more than others. Ask yourself: 

  • Can people pick and choose their own hours? 
  • Can you introduce flexible working? 
  • How much contribution does your team make when setting their goals, targets or workplans? 
  • Can people decide when to take a break, get a drink or take time out? 
  • How much empowerment are you people given in finding solutions or innovating new processes and procedures? 

Sometimes standardisation is necessary, i.e., production lines. Sometimes we hold beliefs about work, people, and trust that we need to challenge. 

Recognition, feedback and praise

Recognising achievements is a simple and hugely effective way to motivate your team members. It is so simple, yet so rare. Some Managers are uncomfortable about giving praise or feedback. This can be a result of their own personality type or based on the culture or the way they were mentored. 

Although since the 1980’s it is widely understood that giving praise makes people feel more positive, happier, and as though they matter, many Managers still fail to do it. 

In terms of the models, we are now focusing on: 

  • Self-Esteem 
  • Competence 
  • Intrinsic Motivators 

Positive performance management focuses on addressing performance in real time and giving feedback that can reinforce great performance and correct under performance. Many people get so caught up in the day to do work that they simply forget to give feedback. 

You can easily say “thank you” or compliment someone on a recent achievement. 

Reflection

Think of a time when you received some positive praise or were acknowledged for a piece of work. 

How did it make you feel about yourself, the other person, and the company? 

A thank you can help your people feel valued and motivated. Recognition when someone has tried their best or taken a risk really does help someone build self-esteem and to feel acknowledged and competent. The feeling last and they want to repeat it. 

Make sure that you congratulate your team members as soon as they experience success. Never assume that your people know that you’re happy with their work – tell them. Don’t be quietly pleased – tell them and see them grow. Giving praise and acknowledging others becomes a habit – second nature. But you must make a start. 

When you regularly recognize people’s achievements, it becomes second nature. 

“IT COSTS NOTHING, AND IT MEANS EVERYTHING!” 

Success tips for giving praise:

  • Genuine - The praise should always be genuine and not forced or for manipulation. Find something genuinely good and say it.  
  • Spontaneous - Don’t save it all up of a special occasion. If you see something great, tell the person. Don’t over plan as it will feel contrived and false. 
  • Personal - It must be personal to the recipient. Your team member may have stayed back late to finish a piece of work, so thank them for giving up their time. Another person may have come up with a great idea, so thank them and explain the impact it has had. A standardised thanks to all never has the impact, neither has a “good job”, “well done”. Make it specific. 
  • Timely - Research suggests that if you don’t give the feedback within 14 days, it has no impact what do ever. The sooner you can give it to the event the more impact it will have. It must be personal to the recipient. Your team member may have stayed back late to finish a piece of work, so thank them for giving up their time. Another person may have come up with a great idea, so thank them and explain the impact it has had. A standardised thanks to all never has the impact. 
  • Adaptive - Everyone likes to receive praise differently. Refer to the personality styles or simply get to know your team member. Some people love public praise and bells and whistles. Other prefer face to face and personal. Others prefer a card, email, or a gift of thanks. Choose the right approach for each person. 
  • Lead - Don’t underestimate the position you have. As a leader you can transform how someone feels about themselves. Be a leader. You set the tone. If you want more praise and recognition, start giving it. 

Discover more from 3WH

Subscribe to get the latest posts sent to your email.

 Mark lesson complete
{"email":"Email address invalid","url":"Website address invalid","required":"Required field missing"}
>