As discussed in earlier posts, happy associates, well-supported associates, dare I say more satisfied associates are more productive some studies report. So should the majority of management efforts be placed in fostering the associate OR in driving towards corporate improvement by pushing the goals and setting the expectations upon our teams.
If you have been following along thus far, you will guess that I might say the first option as my choice. Leading the lava is after all primarily preaching about kindling internal motivation in your staff. You would be right.....and wrong.
A successful leader will find a balance in both. Fostering internal motivation and pushing your team in a positive direction go hand in hand. It is essential you educate on the criteria for the goals.
What are the metrics?
Why are they important, ie what is extrapolated from the data that directly affects them?
How will achieving goal in those "numbers" you care about so much help them in their role? Answering their unspoken question of, "what will I get out of this should I do what you are asking?" may seem unnecessary and possibly even proposterous.
You might think, they should just perform because it's their job. We all have a job to do and that's why we show up, to work and get paid.
What are the metrics?
Why are they important, ie what is extrapolated from the data that directly affects them?
How will achieving goal in those "numbers" you care about so much help them in their role? Answering their unspoken question of, "what will I get out of this should I do what you are asking?" may seem unnecessary and possibly even proposterous.
You might think, they should just perform because it's their job. We all have a job to do and that's why we show up, to work and get paid.
Remember though, there are more than one types= of motivation: intrinsic and extrinsic.
A brief summary of intrinsic motivation from http://www.leadership-central.com gives a nice overview of motivation that comes from within:
Acceptance: We all need to feel that we, as well as our decisions, are accepted by our co-workers.
Curiosity: We all have the desire to be in the know.
Honor: We all need to respect the rules and to be ethical.
Independence: We all need to feel we are unique.
Order: We all need to be organized.
Power: We all have the desire to be able to have influence.
Social contact: We all need to have some social interactions.
Social Status: We all have the desire to feel important.
I would also add self-satisfaction through personal performance or exceeding personal expectations, ie pride or achievement.
Extrinsic motivation is motivation that is externally applied and can be either positive or negative. Examples of this include will typically fall in one of two categories:
Penalties (or avoidance of such) or Rewards
Extrinsic motivation will definitely evoke altered behavior in many, but often times the effects are short-lived or sub par. In some cases for example where bonuses for performance are excessive, there is typically a ceiling and even a high performer will only excel to the level that will reap the highest possible reward. IF they reach their ceiling, they have no other driving factor to perform beyond that. The incentive has been reached.
Speaking to intrinsic motivation is a much more lasting sell. For example, someone who values standards and doing things "the right way" will be totally on board with a new rule or change that will help ensure company compliance if they understand that is why the change is essential. No pushing or pulling needed for them to support your change.
A brief summary of intrinsic motivation from http://www.leadership-central.com gives a nice overview of motivation that comes from within:
I would also add self-satisfaction through personal performance or exceeding personal expectations, ie pride or achievement.
Extrinsic motivation is motivation that is externally applied and can be either positive or negative. Examples of this include will typically fall in one of two categories:
Penalties (or avoidance of such) or Rewards
Extrinsic motivation will definitely evoke altered behavior in many, but often times the effects are short-lived or sub par. In some cases for example where bonuses for performance are excessive, there is typically a ceiling and even a high performer will only excel to the level that will reap the highest possible reward. IF they reach their ceiling, they have no other driving factor to perform beyond that. The incentive has been reached.
Speaking to intrinsic motivation is a much more lasting sell. For example, someone who values standards and doing things "the right way" will be totally on board with a new rule or change that will help ensure company compliance if they understand that is why the change is essential. No pushing or pulling needed for them to support your change.
