Motivating others is often a challenge. Some people need more praise and support than others, some are self starters while others always need clear instructions. Then there always seems to be someone on the team who doesn’t respond the same as the others, and often you’re not quite sure why.
There is no ‘quick fix’ solution. There are things an organisation and leaders can do to create an environment where motivated staff can flourish, but line managers are likely to need to adapt their approach for each person in their team. One of the most common mistakes I see is that managers expect staff to be motivated in the same way as themselves , and are then perplexed when it doesn’t work.
Fortunately, there has been a lot of research in recent years, (such as Gallup blazing a trail with 25 million staff surveys) that provide evidence of how staff feel about work and how they are managed so there is no excuse for old fashioned or incompetent management.
The big problem is that managers aren’t given time away from the job to think about how they are doing it. Motivating others is unlikely to happen by osmosis, yet somehow we expect it to occur naturally.
What difference would it make if your managers knew how to motivate their people better? If just a couple of skilled staff became prepared to go the extra mile to help you out with tight deadlines? Or if one experienced person chose to stay rather than leave? Or if sickness levels decreased significantly? These are all hard, measurable outcomes that can make a real difference to your bottom line.
If you would like to give them the space to reflect on how they are currently motivating others, the knowledge of what works, and exercises to help them integrate new methods into their toolkit, take a look at our course outline . We will always find out what you want to achieve and tailor the content to meet your needs.