Motivation – Is the Problem the Leader or the Lead?
These days it is not enough to say "Jump", and expect the follower to say "How high?" I. Expectations
People need to know what is expected of them. There needs to be agreement as to their responsibilities and outputs. From a motivational angle the question is how do we expect people to get fired up if they don’t know where they are heading. Their goals must be compatible and in synchronization with the Vision and Strategic Business Plan of the unit they are working in.
II. Authority
People want to know, and are entitled to know, what authority they have in the organization. That is, what control over which resources they are entitled to. To achieve the things that are expected of them. Put another way, we can’t expect people to take on responsibility if they don’t have the authority to go hand in hand with it.
III. Support
People want to know who they can get to help and support them when they need it. Delegation isn’t abdication. There must be some built in controls as to how it is all going – people don’t want to be left out on a limb.
IV. Standards
People want to know what the specific requirements or standards of performance of their position are. They want to know what criteria are being used to judge their performance.
V. Feedback
A person wants to know if he or she is doing well, or not so well. In a word – feedback. There is no doubt that from a motivation angle feedback is the food of champions. It is only when people get feedback that they can move towards taking repetitive or corrective action. Without feedback people will not stay motivated for long. Giving feedback is often the most neglected of all the human relations aspects of a business.
VI Training
People expect and are entitled to get training and guidance to improve their performance. They want to work in an environment where they know their manager is concerned about them as individuals and is committed to their success. The manager can do this by respecting and using their input and ideas.
People need to know what is expected of them. There needs to be agreement as to their responsibilities and outputs. From a motivational angle the question is how do we expect people to get fired up if they don’t know where they are heading. Their goals must be compatible and in synchronization with the Vision and Strategic Business Plan of the unit they are working in.
II. Authority
People want to know, and are entitled to know, what authority they have in the organization. That is, what control over which resources they are entitled to. To achieve the things that are expected of them. Put another way, we can’t expect people to take on responsibility if they don’t have the authority to go hand in hand with it.
III. Support
People want to know who they can get to help and support them when they need it. Delegation isn’t abdication. There must be some built in controls as to how it is all going – people don’t want to be left out on a limb.
IV. Standards
People want to know what the specific requirements or standards of performance of their position are. They want to know what criteria are being used to judge their performance.
V. Feedback
A person wants to know if he or she is doing well, or not so well. In a word – feedback. There is no doubt that from a motivation angle feedback is the food of champions. It is only when people get feedback that they can move towards taking repetitive or corrective action. Without feedback people will not stay motivated for long. Giving feedback is often the most neglected of all the human relations aspects of a business.
VI Training
People expect and are entitled to get training and guidance to improve their performance. They want to work in an environment where they know their manager is concerned about them as individuals and is committed to their success. The manager can do this by respecting and using their input and ideas.
 | By Bob Pearce Published: 10/25/2007 |
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