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Leadership, Motivation Made Simple
by Wally Bock
If you're a manager then you've been told at least once that you have to "motivate your people." But how do you do that? Here's what you can do to get the job done.
Change your mindset. Forget about "motivating" people. You can't see motivation. Motivation is inside another person's head and heart. You can't touch it. You can't measure it. And, therefore you can't manage it.
Think about managing the things you can see and measure. Start concentrating on behavior and performance. The things people say and do are behavior. The results of their efforts are performance.
Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Give frequent and usable feedback. If you're the boss, your job is to help your people succeed and take away any excuses for failing.
Make sure that behavior and performance have consequences. Consequences are the result of behavior and performance. If you touch a hot stove, the pain you feel is a consequence of your behavior. If you make a great sports play or cook a great meal, the joy you feel is a consequence of your performance.
Good things should happen when behavior and performance are good. We call those good things positive consequences.
Positive consequences include praise, a better assignment, time off and cash. Positive consequences are things people want. They get people to continue what they're doing or try something new. Reward good behavior and performance. Catch people doing things right.
Bad things should happen when behavior and performance are bad. We call those bad things negative consequences.
Negative consequences include discipline, more work, embarrassment, and penalties. They get people to stop what they're doing. Make bad behavior and performance something that has a consequence every time. And remember that lots of small corrections are better than fewer, bigger corrections.
Keep doing it. This is work that is never done and it's the core of your work as a boss. Great bosses do the things we're talking about over and over, every day.
This may be simple, but it's not easy.
About The Author: Wally Bock is an author, speaker and coach who helps leaders improve the performance and morale of their teams. This material is adapted from Wally's latest book, Performance Talk: The One-on-One Part of Leadership (http://www.performancetalk.com). Visit the Three Star Leadership site (http://www.threestarleadership.com) for more motivation tips.
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You may want to try these websites for additional information
http://www.managementhelp.org/ldrship/ldrship.htm
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http://www.leaderu.com/menus/apologetics.html
The information provided in this article is the express opinion of the author. Exchangenet is not responsible for the content!
If you're a manager then you've been told at least once that you have to "motivate your people." But how do you do that? Here's what you can do to get the job done.
Change your mindset. Forget about "motivating" people. You can't see motivation. Motivation is inside another person's head and heart. You can't touch it. You can't measure it. And, therefore you can't manage it.
Think about managing the things you can see and measure. Start concentrating on behavior and performance. The things people say and do are behavior. The results of their efforts are performance.
Use the things you say and do to influence the behavior and performance of the people who work for you. Talk your talk. Walk your walk. Your people will pay attention to what you say and do and try to do what you want them to do.
Set clear targets. If your people don't know what you want them to do, they'll guess. And you may not get the behavior or performance you want. Learn to give good directions. Constantly check for understanding.
Tell people how they're doing. Give frequent and usable feedback. If you're the boss, your job is to help your people succeed and take away any excuses for failing.
Make sure that behavior and performance have consequences. Consequences are the result of behavior and performance. If you touch a hot stove, the pain you feel is a consequence of your behavior. If you make a great sports play or cook a great meal, the joy you feel is a consequence of your performance.
Good things should happen when behavior and performance are good. We call those good things positive consequences.
Positive consequences include praise, a better assignment, time off and cash. Positive consequences are things people want. They get people to continue what they're doing or try something new. Reward good behavior and performance. Catch people doing things right.
Bad things should happen when behavior and performance are bad. We call those bad things negative consequences.
Negative consequences include discipline, more work, embarrassment, and penalties. They get people to stop what they're doing. Make bad behavior and performance something that has a consequence every time. And remember that lots of small corrections are better than fewer, bigger corrections.
Keep doing it. This is work that is never done and it's the core of your work as a boss. Great bosses do the things we're talking about over and over, every day.
This may be simple, but it's not easy.
About The Author: Wally Bock is an author, speaker and coach who helps leaders improve the performance and morale of their teams. This material is adapted from Wally's latest book, Performance Talk: The One-on-One Part of Leadership (http://www.performancetalk.com). Visit the Three Star Leadership site (http://www.threestarleadership.com) for more motivation tips.
These articles on lifestyle and more
Reprint this article free of charge as long as you keep the author's resource box or bio intact and the links active. A copy of the ezine or URL of the page where the article was reprinted emailed to the author would be very much appreciated. leadership
Return to the selection of leadership
You may want to try these articles on leadership
Leadership, Excerpt From The Art Of Managing: Environment & Relationships Impact Who We Are by Jane Treber Macken Approximately 575 Words
Leadership, A Leader Should Be Willing To Take Responsibilities by Ron Philipps Approximately 484 Words
Leadership, Who's More Important The Ceo Or Your Boss? by Wally Bock Approximately 867 Words
Leadership, Rethink Hiring For Technical Skills, Firing For Performance by Stephen Moulton Approximately 615 Words
Leadership, Leadership By Performance Expectations by Stephen Moulton Approximately 711 Words
Leadership, Attract Top Talent In Tight Labor Market by Stephen Moulton Approximately 456 Words
Leadership, Giving Feedback, The Supervisor’s Nightmare by Stephen Moulton Approximately 756 Words
You may want to try these websites for additional information
http://www.managementhelp.org/ldrship/ldrship.htm
http://www.senate.gov/pagelayout/senators/a_three_sections_with_teasers/leadership.htm
http://www.leaderu.com/menus/apologetics.html
The information provided in this article is the express opinion of the author. Exchangenet is not responsible for the content!