Most leaders can not motivate people because they misunderstand what motivation is really everything. Here are three motivators that can help leaders motivate people on a consistent basis.
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Leaders do nothing more important than get results. But you can not achieve alone. You need others to help you do it. And the best way to get others to get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstrue the concept and applications of motivation.
To understand motivation and apply every day, try to understand its three critical factors. Knowing these factors and put them into action to greatly improve the ability to lead for results.
1. Motivation is physical action. "Motivation" has common roots with "motor", "momentum", "movement", "mobile", etc. - all words that indicate movement, physical action. An essential feature of motivation is physical action. The motivation is not what people think or feel but what they do physically. When motivating people to get results, challenge to take actions that will realize those results.
Leaders of advice that should motivate individuals and teams to achieve results, not to deliver presentations but "leadership talks." Presentations communicate information .. But when you want to motivate people, it must do more than simply communicate information. You need to believe in you and act to follow. A key outcome of every leadership talk must be physical action, physical action that leads to results.
For example, I worked with the director of a new marketing department of large companies that wanted the department to achieve substantial increases in the results. However, employees were a demoralized team that had been clocking tons of overtime under her predecessor and were angry that their efforts were not recognized by management.
He could have tried to order them to get the results increased. Many leaders do. But order leadership founders in today's highly competitive and rapidly changing markets. Companies are much more competitive When Their workers instead of being ordered to get from point A to point B want to get from point A to point B. So I suggested a first step for employees to increase performance by motivating employees to want to increase the results. They want "when they started to believe in his leadership. And the first step in enlisting that belief was for her to write a series of leadership interviews for employees.
One of his first interviews that she was scheduled for department employees in the company auditorium.
He said: "I want them to know that I appreciate the work they are doing and I think I can get the results I'm asking of them. I want you to feel good about themselves."
"Believing is not enough," he said. "Feeling good is not enough. The motivation is to take place. Physical action must take place. Do not give the speech until you know what precise action you are going to succeed."
He had the idea of having the CEO come into the room after the talk, shake hands with every employee, and say how often praised their hard work - physical action. She did not stop there. After the CEO left, she challenged each employee to write on a piece of paper three specific things that needed her to help you get increases in results and then hand those pieces of paper to her personally - physical action.
Mind you, that leadership talk was not magic dust sprinkled immediately to employees who motivate them. (To turn the department around so that he began a considerable increase in the achievement of results, had to give leadership talks several weeks and months to come.) But it was a start. Above all, was just beginning.
2. Motivated and guided by emotions. Emotion and motion come from the same Latin root meaning "movement". When you want to move people to action, engage their emotions. An act of motivation is an act of emotion. In any attempt to strategic management, you must ensure that people have a strong emotional commitment to realizing it.
When I explained this to the chief marketing officer of a global services company, said, "Now I know why we are not growing! We senior leaders developed our marketing strategy in a bunker! He showed me" His strategy document. "It is about 40 pages single-spaced. The points made were logical, coherent and complete. It makes no sense perfect. That was the problem. He made perfect sense the most important intellectual leaders. But he had experiential sense to middle management who had to carry it forward. They had about as much in-put into the strategy as the window washers at corporate headquarters. So they sabotaged in many innovative ways. Only when the paintings were motivated - were emotionally committed to In implementing the strategy - did that strategy have a real chance of success.
3. Justification is not what we do to others. IT'S what others are doing to themselves. The English language does not accurately depict the psychological truth of motivation. The truth is that we can not motivate anyone to do anything. People who want to motivate can only motivate themselves. The motivation and reasons are always the same person. We as leaders communicate, motivate. So our "motivating" others to get results really entails our creating an environment in which reasons for these results.
For example, a commercial division leader almost faced a mutiny on his staff when in a planning session, he put next year's goals, a number much higher than the previous year, in the head. Staff, but everyone had to be scrapped from the ceiling after going ballistic. "We broke the tail to get these numbers last year. Now it is to get a much higher number? No way!"
He said. "We can hit those numbers. I just have to get people motivated!"
I gave him my "motivator-and-motivated-are-the-same person!" pitch. I suggested to create an environment where they could justify. So they had to assess what activities got results and what not. They found that they spent more than 60 percent of their time on the job that had nothing to do with getting results. Then they had to develop a plan to eliminate unnecessary work. Put in charge of their destiny, they got motivated! They developed a great plan and started to get great results.
In the long run, your professional success does not depend on what school you went to and what degrees you have. Instead, success depends on your ability to motivate individuals and teams to get results. Motivation is like a high voltage cable lying at your feet. Use it the wrong way, and get a severe shock. But the reasons apply right through the understanding and use of three factors, connect the cable, as it were, and it will serve you well in many powerful ways throughout your career.
2004 © The Filson Leadership Group, Inc. All rights reserved.
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