Motivation To Work: what motivates people to work

Motivation To Work: what motivates people to work

Motivation To Work: what motivates people to work

 

Written in front of two years and nine months.
The reading time of about nine minutes and 58 seconds.

Maybe you’ll get one day the honorable and challenging job of team leader assigned. An important – if not the most important – part of your job will be to motivate your team.Motivation is the driving force behind everything we do. There is no secret recipe, as you lead a team perfectly. But with a few tips will at least run better with the motivation the matter.

I would be glad if you give me feedback on the article. Do you agree with me (not)? If you would like to or other ways? Let me know please!

SOMETHING UNDERSTANDING ADVANCE

You must be clear that not everyone in your team is as motivated as you are. The reasons can be many:

  • For some people a job is just simply a job.
  • Sometimes you deposited for personal reasons.
  • Others are annoyed because there is no way to develop and / or formation.
  • The staff is too much or too.
  • There are problems of a fundamental nature: work, air, …

As you can see, the reasons can be versatile. But the fact is: A demotivated team member has an overall negative effect on the entire team – and thus also on its performance – from.

Everyone, including the team leader, has strengths and weaknesses. And no one can simply work off weaknesses. The goal is to work together to promote strengths and mitigate weaknesses through appropriate measures.

THERE ARE A FEW THINGS THAT SHOULD NEVER DO IT

  • Pressure and threats. These two methods make it though, supposedly to quickly come to a conclusion, however, destroy a long-term commitment and the good feeling that prevailed until then. Furthermore, is promoted by such measures the bitterness in the team.
  • Problems discuss dead. Of course it has to be spoken when an error has happened.What is more important, however, ticking off the subject and learn from. Errors are steps for further development.
  • A staff blame for a mistake (in the team). A good team, it does not matter who made the mistake – the main thing is, this is quickly remedied. Public notices on error lead to two things: The person concerned will be even more bitter than it is because of the error already. In addition, the team will think what a ass this superior who so provides sporting a colleague.

THE TWO TYPES OF MOTIVATION

Motivation To Work: what motivates people to work

Motivation To Work: what motivates people to work

Fundamentally we define times the two types of motivation: intrinsic and extrinsic.

Intrinsic means something like “without external interference exists” and is the personal motivation. It’s fun at doing, the pride of the employees, because they like the job, this is interesting or the desire exists to deliver good work.

Extrinsic means something “from outside angereget” and are things like a promotion, a bonus and recognition etc.

Most methods and tools that knows the classic management today, based on the extrinsic motivation. This is only once nothing bad. Properly used, a reward can be a good thing. Much more important and promising, it is, however, to promote intrinsic motivation.

INTRINSIC MOTIVATION

Daniel Pink, der Autor des New York Times Bestseller „Drive: The Surprising Truth About What Motivates Us“ (Leseempfehlung!), hat folgendes festgestellt:

There are three critical elements to support individual motivation: Mastery, autonomy, purpose. “Control” are the individuals and the team the opportunity to do great in their work. “Autonomy” is the ability to operate independently and the way you work to determine. The “end” is the driving force in order to do what we do. It is the core of motivation.

But we get a little further out …

The ratio of team leaders and team members is very important. If this works, the most important component is placed. Nothing defines the view of the company as much as the relationship with the boss!

Another important note: Just because someone is a team leader, it does not mean that it has to be the best programmer / graphic designer / …. A team leader needs different qualities than it needs to have a talented team members. Edgard Pisani said earlier: “boss is not doing something, but the springs the desire to do something”.

Another important factor is the work environment itself. This is not (just) talk of a nice office, but also from the actual air within the company.

Employees should be involved in the decisions, because it is always advisable to seek the opinion of the team and must be observed. Nobody has eaten the wisdom with spoons and the opinions of the team are as important as the team leader.

Share the team always know why the work that it does is important. When one realizes what an important part of the whole is one, one goes directly zoom with a different feel to the cause. Explains why the work will make the life of your customers easier and better in the future and that each team member should be proud to have helped.

extrinsic MOTIVATION

Fact: Good work should be rewarded, of course. Here prevails among supervisors in my opinion, often the fear that the praise of an employee all others are disappointed and so sentiment deteriorates. However, my experience is the opposite of the case: see Colleagues that good work is noticed and praised.

Short on money than extrinsic motivation: In certain situations, this may be a solution, but it involves two dangers: Sometime only counts the money and not the actual work and when and where there eventually run out of money, the motivation is back there ,

The main method of extrinsic motivation is to set common goals.

THE OBJECTIVE WITH A TEAM MEMBER

Created jointly objectives. Depending on the current level of knowledge and skill objectives for specific periods are defined jointly. During the “implementation phase” is important direct and mutual cooperation.

If the goals are set needs to be defined, how these can be measured. I recommend smaller stages with however the highest possible quality, which can be realized with simple means anyway.

No target without milestones. Here is an example: The goal is to generate one million euros more revenue next year. The measurement objectives are sales per week (or month), the milestones are set in steps á € 250,000 per quarter.

(Personal) performance feedback is extremely important here. Drawing the employee in charge. Will the thing? Are the services well? Then like to mention. Are they good? Then maybe reward. Are they not as good as hoped? Then work together, that they are better.

OBJECTIVES TO SMART

SMART stands for ” S pecific M easurable A ligned R each fashionable T ime-bound”.This is only one of many possible resolutions, see also Wikipedia .

But what exactly does this mean?

Specific (specific): objectives must be specific, clearly defined and final. Example: Instead of “Make sure that the customers are satisfied” it says “Increase customer satisfaction in our customer survey to 10% within the next six months”.

Measurable (): “What you can not measure, you can not draw”, Peter Drucker said. Track progress with real measurements.

Aligned (rectified): targets must not stand each other’s way. Example: It is very unlikely to increase the quality of something when the same quantity is expected to increase.

Reachable (accessible): Goals must be challenging but reasonable and achievable. Not easy, but not difficult demotivating.

Time-bound (time-bound): It is always important to set explicit periods. and it then an appropriate buffer plus – Since we all know how hard are estimates, an estimate to the best of my knowledge and belief recommends. 😉

The following is not one of SMART – is nevertheless essential: It must be ensured that all necessary resources are available: Be it hardware, software, manpower or simply support.

THE REWARDS

Here one should distinguish between recognition and reward.

A recognition is a (public) praise; an informal ‘thank you’. This should be added directly and without circumlocution, when they are mounted. Therefore, it is also better to install these in small groups rather than until the next company meeting.

The rewards are mostly property values, for example, leisure, money, tickets, etc., and are often rather formal (therefore in meetings or other gathering of the entire team) hands, not spontaneous.

From this series of things are well as an invitation to a nice dinner, a thank-you note (especially in large corporations like seen) or a work early special mention – they are easy to satisfy and delight but extraordinary. But think also here again the warning at the point “money” previously.

The recognitions and rewards should be best ever time, personally and deserve. As fast as possible reward, if the matter is over. Personally, because it should not always be a cinema voucher. Worth: Only if it was good actually. No one should be patted on a mediocrity, or?

DO YOUR BEST

As mentioned earlier, this is not a “how to”. You have now but get some incentives, all of which can benefit from. Straining to you – your team will thank you!