Linda Finkle
Motivating Others
Last time we saw how Jane and Bob work on communication,
especially around problems, and that they are very clear
when asking for what they need. Sometimes, they find that
asking isn't enough; they have to motivate their staff and
team members.
LET'S TALK ABOUT YOUR STRENGTHS, JIM….
Jane and Bob motivate their direct reports by focusing on
their strengths, rather than weaknesses. People succeed
when their tasks and goals build on their strengths, and
they want to be and feel successful.
Jane and Bob work around their direct reports' weaknesses
by providing peer coaching and pairing with other people
who are strong in their weak areas.
MATCHING, NOT MIXING
Match the right job to the right person first, and then
help him grow into his role. A manager's primary job is
not to help every individual grow; it's to improve
performance. To do this, you have to identify whether each
person is in the right role. Once everyone is where he or
she is supposed to be, then you can help him or her grow.
MAKE THEM FEEL WHOLE
Help direct reports establish their own goals that are
aligned with the organization. Jane and Bob don't have to
tell you that when someone is invested in the success of
the company, the company benefits. Make sure those goals
have clear outcomes so each employee knows what success
looks like and has milestones along the way.
SHOW ME THE MONEY
Money is not the supreme motivator for all people, or even
most people. Motivation can come in many forms (praise,
security, opportunity, structure, challenge, power, status,
influence, friends, more free time, flextime, and the list
goes on). Learn what motivates each individual, and do
what you can to provide more of it.
On the other hand, remove, to the best of your ability,
factors that are negative and demotivating for your direct
reports. Once you find out what motivates someone, the
lack of or opposites are often demotivators. Ask him to
confirm and eliminate what you can.
By the way, recognition for a job well done was the top
motivator for employee performance, according to a survey
by the Council of Communication Management.
FINAL THOUGHTS
Managers tend not to focus on employee motivation until
it's lost. What could the benefits be for your company if
you focused on it now?
Praise is the most powerful motivator, but it must be
immediate, factual, and sincere. Telling someone "Good
job" immediately after a presentation doesn't motivate the
presenter. She has no idea what she did that was good.
Instead, try, "You demonstrated fabulous facilitation,
creative thinking, and leadership skills." This tells her
exactly what you think, and gives her feedback on what she
did well so she can do it again.
Research shows that if a manager's expectations are high,
employee performance will be high. And, of course, the
reverse is also true.
So, Jane and Bob add motivating their employees to their
ever-growing managerial skills. The payoff, for company
and individual, is boundless.
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Linda Finkle, founder and CEO of IncedoGroup.com, works
with innovative leaders around the world who understand
that powerful cross-functional communication is the
strongest strategy for building organizational
effectiveness. There is no such things as “only a
communications issue”. Communication IS the issue. To
find out more, visit: http://www.IncedoGroup.com
.
