Slide Motivation

Motivation Session by A.Selvaraj CIT Mumbai Motivation “A great man is one who can make a small man feel great, and perform great.” The hierarchy of needs • Self actualization needs • Esteem needs • Social needs • Security needs • Physiological needs Motivation… • is setting audacious objectives & getting people to own & achieve them • is getting someone else to what you want done because he wants to it • is making people feel & take pride that they have done it • is letting go while retaining the right to know what is going on • is the art of accomplishing more than what scientific mgt says is possible What I hate about my boss • He lacks enthusiasm • He is insecure • He doesn’t accept responsibility • He lacks people skills • He is unwilling to guide • He doesn’t inspire us to perform • He doesn’t appreciate good work • He doesn’t discuss new strategies or ideas with us • His communication is negative & de-motivating Men, not machines • Think of them as individuals • Meet them face to face Listen • Talk straight • Give clear instructions • Accept only after weighing the pros & cons • Don’t put on airs • Never stand on ceremony • Take the rap yourself • A promise is a promise • Turn down in the first place (rather than withdraw it later) • Spot talent, creativity & promote • Encourage initiative • Tolerate mistakes • Learn from them • No mistakes, no initiative • Set an example Give the right touch • • • • • • • • • • Keep channels open Why argue? Understand To err is human Listen to complaints Don’t shout Explain Never hold out threats Blow your top, but constructively Soften the blow Allow them to let off steam Don’t accuse Investigate Seniority – cum – ‘fitness’! • From a cartoon by R K Laxman • A well-dressed chimpanzee is sitting in an office, wearing spectacles and poring into a file in all seriousness Two persons stand at some distance away One of them, probably an insider, to the other: • “Prospects here are very good Just 20 years back he was brought here for experiments By seniority he has become the head of the department now.” Punishment doesn’t reward! • Gets only temporary redn in unacceptable behaviour • Constant presence of punisher necessary • Doesn’t teach appropriate behaviour • Produces increased fear (less effectiveness in work) • Produces emotional side-effects • Produces rigid & inflexible behaviour patterns • Suppresses more behaviour than that punished • Can result in counter-aggression • Passed on down the line The secret to motivation(M) is to understand your people • Not all employees are alike, nor all situations There is no single best way for M • People are different in their needs & hence in their Ms • Individuals change their aspirations & needs frequently, changing their Ms • A single goal can be reached in a no of ways or Ms • A single goal can satisfy a host of needs & Ms • You cannot really motivate anyone But you can provide the environment in which he grows How to motivate? • • • • • • • • • • • Allow them to develop their job, to continually improve Set targets for them to get a sense of achievement Give them variety & interest Show trust Be open Keep them in the picture Empower Allow them control over what they Tell them: a work ill-done must be done twice Give regular feedback to prevent misdirection Give praise Show appreciation Encourage teamwork, sense of belonging, synergy Ensure conducive work environment Motivation – the basics • What gets asked for gets done • What gets measured gets done better • What gets rewarded gets done best of all • “People what they because of what happens to them when they it.” • Motivation requires a SMART goal • Motivational instructions are always ‘SMART’ • Specific • Measurable • Agreed • Realistic • Time-bound What gets asked for … • Know what you want Decide on the performance level you require • If you don’t know what you want, you cannot convey it to them What gets measured gets done • End results to be specific & quantifiable • Mere urgings - “do better”, “work harder”, etc - are not motivational • Let employee know what is expected of him and when it is to be completed • Specify the stages • Ensure he knows how he has performed and when he has completed it What gets rewarded… • Reward! • Given after the desired behaviour or performance • Given as soon as possible • Specific to the accomplishment • Personal in impact • Valued by the recipient • Delivered consistently • Predictable by the recipient On rewards • Ensure correct feedback • Keep changing rewards to get improved behaviour • Do not reward them all alike Base it on their performance • Continue to tell them – what they should to deserve it • Be consistent in your rewards Have a firm link: for this performance, this reward • No need to continue reward after the behaviour is established • Be fair The size of the reward must match the effort • Reward necessary for continued good performance • Reward them in other ways than just money The outstanding reward! However outstanding you may be, you can hope to get an outstanding report only from an outstanding superior “Delivering high performance is a journey rather than a destination.” • Show appreciation for good work • Involve them in as many work decisions as possible • Show real care & help in personal problems • Hawthorne effect: if you treat people as special their performance would improve • Constantly upgrade the notion of what is acceptable Tell them what to do, not how to • Know the extent up to which to give detailed instructions • Know when to cut off debate & initiate action • Seek & take responsibility in the workplace • Ensure that tasks are understood & accomplished • Know which is more important in a given context – details or the wider viewpoint • Set an example Setting goals • Set targets that stretch them • Make them believe in themselves • They can only succeed in targets they believe they can achieve • Achieving goals is a motivating force in itself • When realistic, they enhance performance due to less anxiety and more motivation • Goals are within individual’s control & hence are flexible • They should be - specific, measurable & behavioural - challenging, but realistic Goals work The goals enable employee to • orientate himself to what is required • direct attention & activity towards the task • direct efforts towards achievement • build persistence • devise new learning strategies The harder the goal, and/ or the more important the goal, the more is the effort put in When more specific, they are more achievable Try the mother’s rule! Coupling of something not valued with something that is valued • “When you have finished your dance lessons, you can have your ice cream.” Job enrichment Employee satisfaction (to) motivation (to) performance • • • • • • • • • • Minimum controls Maximum personal accountability Work in complete entities Employee to have control over -which task & when Feedback on performance & quality directly to employee Opportunity to new jobs Individuals to choose their jobs with the rest of their team Opportunity to discuss & comment on changes in work Job rotation instead of one single short cycle job Ensure variety, personal autonomy and scope for personality development Praise in public Criticize in private Make them break through! • Make people think in a breakthrough fashion • Motivate Create enthusiasm & passion • Create a dream & make the team go towards it • The ability to get the message across is what ignites people to act as one person • Mine more value