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Motivationhttp://www.themanagementskills.com

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MotivationA great man is one who can make

a small man feel great, and

perform great.

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The hierarchy of needs

Self actualizationneeds

Esteem needs

Social needs

Security needs Physiological needs

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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.

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What I hate about my boss..

He lacks enthusiasm. He is insecure. He doesnt accept

responsibility.

He lacks people skills. He is unwilling to guide. He doesnt inspire us to

perform. He doesnt appreciate good

work. He doesnt discuss new

strategies or ideas with us. His communication is negative

& de-motivating.

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Men, not machines.

A promise is a promise.

Turn down in the firstplace (rather thanwithdraw it later).

Spot talent, creativity &promote.

Encourage initiative.

Tolerate mistakes.

Learn from them.

No mistakes, no initiative.

Set an example.

Think of them asindividuals.

Meet them face to face.

Listen. Talk straight.

Give clear instructions.

Accept only after

weighing the pros & cons. Dont put on airs.

Never stand on ceremony.

Take the rap yourself.

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Give the right touch.

Keep channels open.

Why argue? Understand.

To err is human.

Listen to complaints. Dont shout. Explain.

Never hold out threats.

Blow your top, but constructively.

Soften the blow. Allow them to let off steam.

Dont accuse. Investigate.

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Seniority cum fitness!

From a cartoon by R K Laxman

A well-dressedchimpanzeeissittinginanoffice,wearing

spectaclesand

poring

into

afile

inallseriousness.

Two

personsstandatsomedistanceaway. Oneofthem,

probablyaninsider,totheother:

Prospects here are very good. Just 20years back he was brought here forexperiments. By seniority he has becomethe head of the department now.

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Punishment doesnt reward!

Gets only temporary redn inunacceptable behaviour. Constant presence of punisher

necessary. Doesnt 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.

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The secret to motivation(M)is to understand your people

Not all employees are alike, nor all situations. There is nosingle best way for M.

People are different in their needs & hence in theirMs. Individuals change their aspirations & needs frequently,

changing their Ms. A single goal can be reached in a no. of ways or Ms. A single goal can satisfy a host of needs & Ms. You cannot really motivate anyone. But you can provide

the environment in which he grows.

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The rules of motivation

The four Rs - 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 forfailure: Try to please everybody!

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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.

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Motivation the basics

What gets asked forgets done.

What gets measuredgets done better.

What gets rewardedgets done best of all.

People do what

they do because ofwhat happens tothem when they doit.

Motivation requires aSMART goal.

Mot ivational instructionsare always SMART

Specific

Measurable

Agreed Realistic

Time-bound

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What gets asked for .

Know what you want. Decide on theperformance level you require.

If you dont know what you want, youcannot convey it to them.

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What gets measured gets done

End results to be specific& quantifiable.

Mere urgings - do

better, work harder,etc. - are notmotivational.

Let employee know what isexpected of him and when

it is to be completed. Specify the stages. Ensure he knows how he

has performed and whenhe has completed it.

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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.

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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.

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The outstanding reward!

However outstanding you may be, youcan hope to get an outstanding reportonly from an outstanding superior.

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Delivering high performance is a journey

rather than a destination.

Show appreciation for goodwork.

Involve them in as many workdecisions as possible.

Show real care & help inpersonal problems.

Hawthorne effect: if you

treat people as special theirperformance would improve. Constantly upgrade the notion

of what is acceptable.

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Tell them what to do, not how to do.

Know the extent up to which togive detailed instructions.

Know when to cut off debate &initiate action.

Seek & take responsibility in theworkplace.

Ensure that tasks are understood& accomplished.

Know which is more important in agiven context details or thewider viewpoint.

Set an example.

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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 andmore motivation.

Goals are within individuals control &hence are flexible. They should be

- specific, measurable & behavioural.- challenging, but realistic.

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Goals work.

The goals enable employee to - orientate himself to what isrequired.

direct attention & activitytowards the task.

direct efforts towardsachievement.

build persistence. devise new learning strategies.

The harder the goal, and/ or themore important the goal, themore is the effort put in.

When more specific, they aremore achievable.

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Try the mothers rule!Coupling of something not valued with something

that is valued.

When you have finished your dance

lessons, you can have your ice cream.

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Job enrichmentEmployee 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.

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Praise in public. Criticize in private.

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Make them break through!

Make people think in abreakthrough fashion.

Motivate. Create enthusiasm &

passion. Create a dream & make the teamgo towards it.

The ability to get the messageacross is what ignites people toact as one person.

Mine more value.

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