Summary: The best leadership is motivational. But the author contends that most leaders misunderstand motivation. Here are four laws of motivation that will help you be a better motivational leader. In this second of two parts, the author expands on the law described in Part One.
In the first part, I described the laws of motivation. In the second part, I examine the laws in more detail.
Act 1. Motivation is physical action. The motivation is not what people think or feel, but what do physically. In leadership, you must understand the difference between inspiration and motivation.
The word "inspiration" comes from the ancient Greeks and the oracle of Delphi. The Oracle sat in front of a crack in the earth and the breath (INSPIRE) vapor and ground in a state of semi-drugged, her pronouncements. For example, when the Greeks said only a "wall of wood" save them from being destroyed by the Persians, Greeks were the same that had to step in and build a great fleet That finally defeated the Persians at the Battle of Salamis.
Motivation, on the other hand, comes from a combination of words that start with "Mo". Motion, motor, bike, etc. all denote physical actions.
As people not to be simply inspired but motivated to take physical action may seem simple, even simplistic, approach to leadership. However, once you get to see the interaction of leadership in terms of physical action, you will see your leadership, and how to achieve results in new ways.
For example, in my workshops, participants develop action plans to achieve measurable results and constant back at work. I challenge them to join the leaders due to take physical action, asking them: "What three or four leadership actions, physical actions, we will achieve the results we need?" The difference between simply saying that people carry out their part of the plan and their commitment to specific physical actions leads to a significant difference in the results.
Remember, people just take some action are useless to the organization. Most useful are those who take action for results. By the end of each action of an organization is results. Therefore, the best action is freely chosen action directed towards concrete results.
Law 2. The reason is their choice. When you face a difficult challenge, avoid meeting that challenge by ordering people, however, are the people to make choices to meet the challenges.
An effective way to make the right choices is to ask them questions.
Here's a suggestion that you can begin using immediately to become a more effective leader. do not put question marks, periods, at the end of sentences. This is one of the best ways of developing an environment where people are making choices for the results.
Some of the most powerful leader can ask are: "What is our challenge here? Why is it worth addressing and how we feel about it? We have the facts we need? Are we asking the right questions? What results are we really trying ? What is the worst thing that can happen? Why are we having this problem? Can you explain that further? What happens if we do nothing? We explored creative approaches and what do you propose? What can I do to help? "
Act 3. Emotion drives motivation. The words "emotion" and "motivation" come from the same Latin root that means moving. When you want to move people to act, must engage their emotions. I do not mean to get people emotional. I'm talking about people who made a strong emotional commitment to what you're challenging them to achieve.
The best way to make that emotional connection with Leadership Talks.
My experience working with thousands of leaders worldwide during the last two decades teaches me that most leaders are screwing up their careers. On a daily basis, these leaders are always incorrect results or the results just in the wrong way.
Interestingly, they themselves have chosen to fail. They're actively sabotaging their careers.
Leaders commit this sabotage for a simple reason: they commit the fatal mistake of choosing to communicate with the presentations and speeches - not leadership talks.
In terms of career growth, the difference between the two methods of leadership communication is the difference between lightning and a firefly.
Speeches / presentations primarily communicate information. Leadership talks, on the other hand, not only communicate information, do more: Create a deep human emotional connection with the public. For more information on the Leadership Talk, click on my site in the resource box.
Law 4. Face to face conversation is usually the best way to motivate people (that is, are those people choose to be motivated.) Medium-manager told me: "Where is our new CEO? We him'Elvis'. We rarely see him in person. There are only alleged sightings of him. Maybe I'll see a blurry photo of him in one of those tabloid supermarket check-out. "
In another company, a secretary said: "Our main division is in his office most of the time. But on the rare occasions that is around, the only evidence of its existence is the smell of pipe smoke" .
The isolation can be good for monks, but with an evil leader. When you want to motivate people, the report is the name of the game, and you can not have a relationship, at least one production, as a leader absent.
Kidding. This is more than MBWA (Management by Walking Around). The key is what you do when you walk around. Do not just be about sharing information, but also to create the environment for motivation. People hunger to be motivated. Even more: people are always motivated. And if they are not motivated for your cause, will be motivated for their cause - a cause that might be at cross purposes with your own.
Make no mistake: The reason it's not bands playing, people cheering, hugging, and singing kombaya. These are only the surface characteristics of motivation. The real reason that happens in the deep silence of human relationships.
Thus, in interactions, strengthen those relationships, keeping in mind the laws of motivation. When interacting with people, challenges them to take physical action, to understand that motivation is their free choice, their genuine free choice, to develop leadership conferences deep human relationships, and opportunities to talk to them face to face.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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