MOTIVATION

• Introduction
  • Introduction
  • Definition
  • Delegation

Topics

• Personality traits
  • Myers-Briggs
  • Myers-Briggs uses
  • FIRO B
  • OPQ
  • Pathology

• Performance
  • Performance part 1
  • Performance part 2
  • Empowerment
  • Improving relations
  • Identifying people needs

• Motivational issues
  • General part 1
  • General part 2
  • General part 3
  • Frederick Herzberg
  • Douglas McGregor X and Y theory part 1
  • Douglas McGregor X and Y theory part 2
  • Abraham Maslow part 1
  • Abraham Maslow part 2
  • Key problems part 1
  • Key problems part 2

• People
  • People part 1
  • People part 2
  • People part 3
  • Integrity and trust
  • New may not be good
  • Common sense
  • Giving orders
  • People issues
  • Limited by attitude part 1
  • Limited by attitude part 2
  • Labelling part 1
  • Labelling part 2

• Behaviour
  • Consequences part 1
  • Consequences part 2
  • Model behaviour
  • Negative reinforcement part 1
  • Negative reinforcement part 2
  • Positive reinforcement part 1
  • Positive reinforcement part 2
  • Decreasing behaviour
  • Behaviour results orientated

• Measurement
  • Measuring performance
  • Counting and judgement
  • Feedback part 1
  • Feedback part 2
  • Simple approach
  • Goal setting part 1
  • Goal setting part 2
  • Goal setting part 3

• Reward
  • Quality part 1
  • Quality part 2
  • Demotivators
  • Downsizing and rightsizing
  • Reward systems part 1
  • Reward systems part 2
  • Appraisals part 1
  • Appraisals part 2
  • Heirarchy

• Learning
  • The pace of learning part 1
  • The pace of learning part 2
  • Creativity part 1
  • Creativity part 2
  • Creativity part 3

• Communication
  • Communication part 1
  • Communication part 2
  • Behaviour failure
  • Feedback

• Coaching and resolution
  • Coaching steps part 1
  • Coaching steps part 2
  • Coaching steps part 3
  • Coaching steps part 4
  • Stepwise discussion part 1
  • Stepwise discussion part 2
  • Stepwise discussion part 3

• Teamwork
  • Teams part 1
  • Teams part 2
  • Teams part 3
  • Teams part 4
  • Teams part 5
  • Teams part 6
  • Teams leadership

• Self motivation
  • Self motivation part 1
  • Self motivation part 2
  • Self motivation part 3
  • Self motivation part 4
  • Self motivation part 5
  • Self motivation part 6
  • Self motivation part 7
  • Self motivation part 8
  • Self motivation part 9
  • Self motivation part 10
  • Self motivation part 11
  • Self motivation part 12

• The stage
  • The stage general
  • Personal impact part 1
  • Personal impact part 2
  • Personal impact part 3
  • Personal skills part 1
  • Personal skills part 2

• General issues
  • Generating ideas
  • Setbacks part 1
  • Setbacks part 2
  • Mentors

• Other areas
  • Insight, intuition and foresight
  • Personal insight
  • Inspiration
  • Influence
  • Make it fun
  • Human capacity
  • Summary thinking

General

See also comments in Key Problems – part 2.

No one likes to be criticised and because of this we feel reluctant to give others negative feedback.
Motivation drops easily here.

Prior to any feedback it is best to discuss how feedback will work with individuals.
Once you get input from others the system will work a little more smoothly.

Get input to decide the process

Ask others how they would like to receive both positive and negative feedback and covering which areas.
What format and surroundings do they prefer?
How frequent would they like the feedback?

How you give feedback should be judged against what you know of the individual.
However, feedback should be honest but not blunt and aggressive.

If you fail to correct poor performance early you won’t be doing the individual any favours you may be ruining their career.

Always keep to facts and not hearsay and assumptions.

Don’t make it about personalities keep to the tasks and the requirements for their success.

How did the process work?

When feedback is finished ask the person some questions:

• How did it go?
• Did you find it valuable?
• How will you implement any suggested changes?
• Is there anything you would like to do differently?

Remember that feedback is for the improvement of personal performance and not to criticise and belittle people.

Things to avoid

Whenever you give any feedback you must treat people with respect.

Poor behaviour

Don’t get angry.
Don’t gesticulate and point at people.
Try not to fold your arms in defiance.
Always give negative feedback in private.
Positive feedback can be done in public assuming the person is not overly embarrassed.

Don’t talk down to people.
Focus on the improvement on performance and don’t dwell on the negative aspects.

Don’t leave anyone out for praise.

When you give praise do not immediately follow it up with “but…”. It will ruin the praise.

If you hear of an indirect compliment pass it on, don’t keep it to yourself.

A good way to look at being a manager is to try to be the manager you would like to have.

Repetition

Praise can seem rather stale if it’s always given in the same manner repetition can cause a lowering of motivation. Create variety.

Try saying about a good presentation that you really like:

“That was powerful” or
“Thorough and very professional” or
“A very complete account and extremely lucid.”

In other words expand your vocabulary and suit the words to level of performance instead of Continually just saying “good”.