Leadership - Motivation - key problems
Motivation - key problems
Money
Money is only a problem if you believe it will solve motivational issues.
It may have a short term effect but will not hold water in the long term.
It may not be a motivator but it can certainly de-motivate if it is not satisfactory.
It also de-motivates if you think you are being undervalued compared to a colleague.
Perks
Whilst items like crèches, flexitime, favourable working hours etc are nice to have they don’t keep you motivated over a period of time.
The boss
In a working relationship the boss is meant to provide you with support for potential promotion, salaries, time and guidance.
In practice, the boss is always more important to you than you are to him. The relationship is unequal.
You will probably spend more time getting to know your boss than your own staff.
If a boss doesn’t provide all of these basic needs, that you feel you ought to have in a job, your working motivation drops quickly.
This is in effect a contract that may be a little biased towards your boss.
If your boss is poor and shows no interest in your career your motivation will be low [see The Complete Motivation package].
Remember, any negative aspects that you see in your boss your staff will also be looking for in you.
[see The boss].
Integrity
Your boss should be your leader. For him or her to lead they must have influence which derives from honest and integrity.
If you can’t trust your boss you will not follow, your motivation will evaporate.
Does your boss tell you you’re doing great and then gives you a poor appraisal?
This sort of behaviour is not gong to make your feel loyal.
If a leader hands out praise for good management and just withholds praise for bad management his or her leadership may be undermined.
The former employee will like the leader and the latter will take advantage of the leader.
Goals
If you don’t know where you are heading it creates insecurities.
If the company doesn’t have any vision then it will have no goals and objectives.
One of the hardest things to accept is constant change for no apparent reason.
If there appears to be no captain of the ship demotivation and mutiny quickly follow.
Without goals and objectives success criteria evaporate and control disappears.
This is covered in more detail in ‘The Complete Project management package’.
Recognition
There is very little incentive to do a job if you are just told how poor you are at the end of the year in the appraisal.
Everyone needs recognition.
Make sure that you take all opportunities to praise your staff. It is easy, when you are results driven, to focus on the negative aspects that need correction.
This does no good for morale and completely de-motivates. You should be looking for opportunities to praise.
If you can praise in the presence of a senior manager that is even better.
No recognition means you are little valued and just another cog in the wheel.
No leader will get followers in this way.
Feedback
Feedback can be informal, as in the case of ad hoc praise above, or it can be more formal in the form of an appraisal.
The problem with most appraisal systems is that there is a scale of performance level, for example, 1 is good and 5 is bad.
It doesn’t matter whether this is dressed up as A to D with A+ etc the end result is the same.
People don’t like to be given a low score even if it is deserved.
In the main, managers hate giving appraisals because they dislike giving negative feedback. Being positive is much easier to do.
You might wish to try something a little different that focuses on a need to continually develop rather than drawing attention to negative failings.
Alternative system
Each level of management has its own challenges in trying to create leaders instead of managers of processes.
The development process at each level can be described in the same or similar way.
- New leader
- Developing leader
- Maturing leader
- Complete leader
These levels can be called anything that represents the gradual acquisition of knowledge to become a competent leader at the given level.
Each of these stages will require definition at a particular management level.
For example, you may have a list of attributes for a complete leader some of which may not be required at a particular level.
Delegation skills would be a necessity at all levels unless you have no staff.
The ability to create a vision is a requirement for the most senior positions but less so if you are in the ‘middle game’ of management.
Personal goals and target setting will be required early on in leadership.
The aim is to list as many of the skills as possible and judge people on their mastery of these for their level in the organisation.
Keep calm
Never let yourself get angry or personal during feedback.
When you feel under pressure stick to a model to keep you focused.
If the timing isn’t right don’t give the feedback as you may make the situation worse.
EvidenceDon’t make an argument out of hearsay. Stick to the facts and provide evidence if you can.
AppreciationWhen confronted by a negative aspect try to get them to appreciate how it makes you feel and ask if this is the effect they were trying to achieve.
This may lead to a more fruitful discussion of the problem than just blindly stating that the individual has failed in some way.
If you want someone to change their behaviour it is important that they are the master of their own solution.
Tempting as it is to trot out the solution trying to get the person to comply is very difficult.
If they analyse their error they should be in a position to take corrective action themselves.
They are far more likely to comply, if they are masters of their own destiny, with their own ideas rather than yours.
Agree any next steps with appropriate timings. Even arrange another meeting in the future to check on progress.
You could think of this as the acronym TEAM ‘A’. You could make up your own for the occasion.
Monkeys
This is a classic management problem where people come to you with their troubles – they have a monkey on their back.
For peace of mind and to save time you either tell them the solution of worse you decide to solve it yourself so that they can get on with something else.
In both cases you lose and so does the person who entered with the problem.
By taking on the problem you create work for yourself not only now but in the long run as the same thing will happen when the problem arises again.
As far as the individual is concerned they may go away relieved at having got rid of the monkey on their back but they have learnt nothing.
An opportunity for development has gone missing.
Whenever possible get people to solve their own problems as it will develop their own skills and benefit you and the team in the long term.