In Part 1 of this series, we discussed the challenges and rewards of creating a culture of motivation in your organization. Here is the first of four strategies to accomplish this.
A manager’s first priority is making sure that each employee is in the job best suited to her skill set and professional aspirations. This means taking the time to get to know his people. This can be a challenge for those managers who naturally focus more on the job than on the person doing it.
A manager’s first priority is making sure that each employee is in the job best suited to her skill set and professional aspirations. This means taking the time to get to know his people. This can be a challenge for those managers who naturally focus more on the job than on the person doing it.
When employees feel that managers care more about the work than about them, they may feel insignificant. Equally, when an employee feels that his manager is as concerned about him as he is about the work, he is far more likely to display trust that is characteristic of high-performing companies.
In addition, when managers take the time to create this sense of trust among employees, they gain invaluable insight into what motivates each employee. What motivates one person may do nothing for another.
If a manager really knows his people, he will know that while Joe may feel recognized by being assigned as the manager of a large project, Jane might feel more achievement from a more hands-on role in producing the end result. Having this individual knowledge is critical for a manager to be able to effectively motivate. Here are some activities managers can use to get to know his people and discover what motivates them:
Encourage people to ask questions about their current assignments.
A person with lots of questions probably needs more input, while a person with few questions probably needs less. When people feel matched to their responsibilities, they are more likely to be more motivated and perform at their best.
Re-read résumés of employees.
Become reacquainted with the skills and weakness of each person in the team. This will enable managers to better mentor workers in their personal development while also better using their skills for the success of the department and the organization.
Take time to listen.
Ask people: “Where do you want to be in five years?” Really listen to their answers. It is surprising how much people can learn from each other during a brief exchange. Network with staff. When managers know the strengths of their people, they can connect individuals to others who can help them do a better job, and everyone benefits. People asked to help others feel valued, and those receiving help feel supported, both of which are truly motivating.
Be sure managers do not dismiss people purely because they do not think alike. Appreciation for diverse opinions is invaluable. This small awareness can equal big payoffs.
Delegate more.
Draw a matrix with a list of employees down the left-hand side and a list of the tasks the team is responsible across the top. If tasks were delegated to others for one week, which would go to which person? Why? How well do managers really know each employee’s capabilities? Have managers delegate at least two of tasks this week. In addition to motivating and developing others, this will also help managers evaluate their own ability and willingness to delegate.
Mix it up.
Managers should develop a cross-functional team so people can gain a perspective on other parts of the organization. This contributes to their readiness for change, and the change capacity of the entire organization. Plus, when done with support, it can make the work more interesting, and more motivating, for everyone.
Links to other posts in this Motivation series
Part 1: Creating a Culture of Motivation
Part 2: Get Reacquainted with Staff
Part 3: Establish clear expectations
Part 4: Provide good feedback
Part 5: Reward openly and often, with more than money
For more information on creating a culture of motivation in your organization, please visit our website at www.discoverylearning.com or email us at info@discoverylearning.com.
Links to other posts in this Motivation series
Part 1: Creating a Culture of Motivation
Part 2: Get Reacquainted with Staff
Part 3: Establish clear expectations
Part 4: Provide good feedback
Part 5: Reward openly and often, with more than money
For more information on creating a culture of motivation in your organization, please visit our website at www.discoverylearning.com or email us at info@discoverylearning.com.
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This is one of the motivation strategies from "Creating a Culture of Motivation by Chris Musselwhite originally published in T&D, publication of The American Society for Training and Development (ASTD)
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