Motivational Keys For A Leader

2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43

Can subordinates be made to want more and better work? I'm sure not. Rather, it will turn out to be forced to do. And employees will do the right thing under pressure, sometimes without the necessary resources, both external and internal. In this, managers will be helped by directive management tools (individual decisions, orders, instructions, advice, tight control, fines and other methods of punishment). The result of this management style will be burnout, decreased productivity, avoidance of responsibility and, as a result, the manager's search for new tools of motivation. A vicious circle that is temporarily opened by layoffs.

Why do leaders often persist in a directive style of management?

Directive methods are effective over short distances. In cases where it is necessary to act urgently and delay will be costly or in the process of adaptation of a specialist to a new position. However, in the long term, such methods constantly demotivate staff. We need to keep this in mind and constantly “mix” the methods and tools of different leadership styles in our management activities.

Another misconception of managers is associated with material rewards and wages. The more benefits an employee receives, the higher his motivation and the better he works, many believe. Hence - the systematic tasks of the HR department "to come up with a new system of motivation."

It has long been known that material incentive methods work only for very short periods and not with all employees. Only a small number of people can be successfully motivated by a constant increase in wages, without using other methods of motivation. And these are far from the most productive team members.

If you go the other way and use a coaching approach, you can see the great potential of your subordinates. When performing functional duties, a negligible part of this potential is used. Hence the question of how to discern it in your team and how to use it for the benefit of everyone, primarily the employees themselves? Start by analyzing your motives and needs.

Analysis and actualization of motives are of great importance in management activities. A manager who possesses such skills helps subordinates achieve great results. First, you need to learn to identify what really motivates your subordinates?

Team motives map

The motivational sphere of a person is quite multifaceted and dynamic. Today I propose to dwell on such a part of it as meeting needs in the process of work. Let's consider what motivators are typical for the main personality types, and in what form it is possible to build a "Map of team motives"

Team motives map © Nataliya Romanenko

Testing the motivational sphere of subordinates, as well as feedback sessions, conversations and their analysis will help the manager to draw up a map of motives (motivators)

A coaching manager is able to:

1. Determine in which quadrant the motives of subordinates are located

2. Select the most effective management tools for subordinates with different motives and needs

3. Plan your management activities taking into account the "Team motives map"

Motivational Keys for the Manager

If you evaluate the motivational sphere of staff, you can see 12 main motives that determine the four personality types. Knowing what type of subordinates belong to, the leader can more correctly build his management activities. Making decisions, setting tasks, monitoring and coordinating work is easier if you focus on the motivational profile of your team.

The main motivators and needs of employees

"Money"Such employees are distinguished by a high need for material rewards, and it seems that they are the easiest to motivate. But if you remember that there is a budget, the motivation of this type of people becomes more difficult. It is worth considering other motivational factors that are significant for a person in order to influence work efficiency without constantly increasing pay. More often than not, people with a pronounced "Money" motive also have a need for power and recognition. Try to determine what resources the company has in order to motivate this type of staff. And do not lose sight of the fact that employees must also demonstrate a high (or constantly growing) level of competence, otherwise, building a motivation system based on the needs of employees, the organization may suffer losses.

"Power and influence"

This motive manifests itself as the need to influence, manage and control circumstances and other people. Most often, such people have a pronounced leadership potential, organizational skills. Due to the high directiveness, leadership inclinations need to be developed and directed in a more effective direction. Well-chosen trainings and training courses will help to correct directiveness.

Give these employees the opportunity to demonstrate their leadership and organizing skills. Also show consideration for their need to move up the career ladder. IPR, the opportunity to get into the personnel reserve, getting a new position - these are effective tools for motivating employees of this type.

Development

People focused on development and self-improvement are interested in work that provides opportunities for growth. The motivation of such people should be aimed at identifying what development means to them and how to relate this data to the goals of the organization.

"Confession"

Employees with a need for recognition from others want attention from others, praise and recognition for their merits. The desire to feel worthy, the need for respect, the confirmation of their uniqueness distinguishes these emotional and open people. The seeming simplicity of motivating this type of employee can play a cruel joke on the manager. Subordinates with the "Recognition" motive may become dependent on it, expecting constant praise. And as a result, they will lose their independence, or they will fall ill with "star fever", not wanting to recognize the contribution of other people.

Do not make the expression of recognition a formality, praise for the actions (and not for personal qualities), which led to really significant results. In addition, coaching and looking for other sources of recognition with the employee outside of the work setting, such as family or community activities.

"Working in the face of change"

People with a high need for change need constant ability to switch between tasks. They enthusiastically take on a new business, but soon begin to get bored and distracted. Energy is wasted on unimportant and often unnecessary things, the effectiveness of such employees leaves much to be desired.

How to motivate such subordinates? You may be able to provide them with a job of constant change or a partner who will see it through to the end. If these resources are not available, hold meetings at which to jointly set goals and identify incentives to achieve them. Engage them on several projects at the same time so that you can switch as soon as interest begins to fade. And do not leave them without attention and support, otherwise the projects will remain unfinished.

"Creativity and creativity"

In the organizational aspect, this factor is, most likely, a manifestation of initiative, openness to new ideas and non-stereotyped thinking of employees. If the corporate culture in the company is restrictive and reluctant to accept new, non-standard solutions, creative employees will suppress their needs. This will lead to demotivation of personnel with a pronounced motive “Creativity and creativity”. In addition, it will weaken the organization by the lack of new, progressive ideas and solutions.

To motivate subordinates with this need, set them non-standard tasks, reduce the level of your directiveness. Flexible working hours and minimal control are also good practices. Listen to the ideas of your subordinates, perhaps these are the very resources that the company lacks for leadership.

Achievements

This factor manifests itself as a need to set difficult, maybe even ambitious goals for oneself and achieve them. Such people are most often self-motivated and self-asserting by getting results from their activities. The “Achievement” motive can be developed by building self-confidence and gaining experience confirming competence.

"Social contacts"

Employees with a high social contacts motive love communication, they get positive emotions from being surrounded by other people. They are suitable for a job in which they can establish contacts with a fairly wide range of people. Best of all, such employees will work in the open space format. Conversely, if they are forced to work alone for a long time, stress will arise. Isolation is painful for employees with a need for social contact, and remote work is not suitable for them. The motivation for such subordinates will most likely be to provide them with appropriate working conditions and tasks associated with ongoing contacts (for example, building a new customer base).

"Relationship"

Relationship-oriented people differ from those who are motivated by social contacts by the need for long-term relationships with a small group of people. Such employees are most productive in teams that are stable in their composition, with established relationships and distributed roles. They feel comfortable when they know their colleagues well, when they respect their leader and recognize his leadership. It is worth noting that the directive style of leadership for employees with a “Relationship” motive is stressful and leads to burnout and reduced results.

Team events and meetings will be a good motivational move, during which your subordinates can get to know each other better and build effective relationships.

Structurality

Employees with a high need for structuring must clearly know what exactly is required of them at work. These are the people for whom job descriptions, rules and procedures are mandatory. If you do not provide them with the necessary structure, a high level of stress for such subordinates is guaranteed. They will also have problems working in the face of change, keep this in mind, otherwise such employees will begin to make mistakes that are not typical for them and lose the motivation to work in the company (or under your leadership).

It is not difficult to motivate people with the need for “Structurality”. Be clear about your expectations of what your employees will do. Write down detailed, step-by-step instructions and procedures, train them, test your knowledge and ability to perform the necessary work.

"Stability, security"

This need is possessed by people who are oriented towards order, clarity in relationships and obligations, and who value comfort. Most often, stability and security are paired with the "Structural" motive.

It should be understood that such subordinates are motivated by working conditions that are physically and psychologically safe for health and life, and a balanced leadership style. Highly emotional managers will be major stressors and demotivators for them. To motivate employees with the need for "Stability, Safety", develop a stable and confident communication style. Provide comfortable physical working conditions for them.

Interesting and useful work

Such employees are distinguished by the expressed need for interesting and useful work. Before performing the assigned tasks, they will "test" them.

The task of the leader is to set goals in such a way that subordinates perceive them as useful and interesting. The problem may be the discrepancy between the ideas about the usefulness (interestingness) of the subordinate and the leader. To mitigate this risk, conduct conversations and get the employee's point of view. Based on the information received, form goals, plan their achievement, taking into account the benefits and interest for the performer.

How to correctly determine the motives of subordinates? In this case, testing the motivational sphere is suitable. Consult the HR department and your internal consultants will definitely recommend the most optimal techniques and tools.

High motivation affects the growth of employees' productivity - this is understandable for every manager. Based on this, systematically monitor the level of motivation of your subordinates, learn about their needs and desires, delegate, organize the correct control, set tasks that they understand. Try to ask more questions. Open, starting with the words "What do you think?", "What is better to do?", "Why?", "How?". And always listen to what they say back to you.