Workplace Collaboration and MOTIVATION - Keeping the pace!

Motivation

An Online Course in Motivational Techniques
for Business & Management

©2001 Leanne C. Boyd • Refuge Earth Extended Communities • All Rights Reserved

 

 

 

TABLE OF CONTENTS

Introduction: Motivation 1

Course Objectives 2

Lesson 1: Cultivate Initiative ¾ Empower Your Team. 3

Lesson 2: What is Goal Setting? 6

Lesson 3: Steps to Successful Coaching 10

Lesson 4: WHY to COACH? 14

Conclusion 16

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Workplace Collaboration and MOTIVATION - Keeping the pace!

Introduction: Motivation

 

In our modern-day business life, one of the activities that we all seem to be very involved in, is team effort and workplace collaboration. The word “motivation” currently holds a place of stature and importance. Successful motivation techniques have perhaps instigated the most significant outcome of worker involvement in today’s business world! As the collaboration trend and the use of employee teams continues to grow, questions that might be taking on greater importance in your mind as Team Leader or Manager, are:

*   How do we keep the team motivated?

*   How do we sustain motivation over the long haul?

The first features that must be investigated are the defining characteristics of models that show successful results from proper motivation. The first things we must look at are the ingredients or characteristics of teams that sustain high levels of motivation.

Your first logical question would be: “What motivates me PERSONALLY?” This question taps into deeply held beliefs about what makes us DO what we do. In fact, what is it that makes us DO anything? We all know that each day brings with it an endless list of decisions to be made. The process of making those decisions is driven, in large part, by

*   The hope of a benefit, or ...

*   The fear of a consequence

No matter how large or small, every decision we make is filtered through this process. These become strong drivers ¾ motivators ¾ of our behavior. Industrial psychologists have taken this further by defining these benefits and consequences as NEEDS:

*   Sustenance                                  *   Belonging

*   Safety                                          *   Recognition

*   Security                                       *   Sense of growth and achievement

With these definitions in mind, you may now proceed in the discovery of successful methods of MOTIVATION ¾ for the empowerment of YOUR TEAM.

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Course Objectives - Define, Determine, Identify, Recognize, Implement, and EMPOWER!

Course Objectives

 

*        At the completion of this module, you will be able to:

*   Define methods for inspiring and initiating motivation within a group, and know why motivation is the underpinning for success in teams

*   Define goal setting, recognize how to set goals effectively, and have a sure knowledge of how these relate to motivation

*   Identify and understand the duties and processes of being a coach or mentor, and the importance of these in the motivation of your team

*   Assess and measure the results of the motivation process

*   Implement successful performance management through feedback, record keeping, and communication methods, including implementing a checklist for achieving those results

*   Complete an analysis tool for self-assessment on steps and measures for providing successful coaching, and initiating forward motion toward goal achievement

*   Begin to EMPOWER YOUR TEAM, using motivational methods in this module!

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Traditionally, money and promotions kept employees happy. Research now shows that employees are motivated by other, more esoteric items

Lesson 1:
Cultivate Initiative
¾
Empower Your Team

 

We need to empower our people so they can take more responsibility for their own lives in a world that is ever smaller, where everyone counts ... We need a new spirit of community, a sense that we are all in this together ...

~ Bill Clinton, U.S. President

Motivation is a very powerful word – for a very powerful force in our lives! Motivation is encouragement and it is inspiration. It is an impetus that propels us forward. Motivation leads to goal-directed behaviors – but more than that, it encourages a given response. It is stimulation, and uplifting. It refers to purposeful activities in our daily world, and as such, is a characteristic of the will. And when it comes to your team, motivation will see that your goals are served with dedication.

When it comes down to getting things done, it takes far more than just telling your team to do something. The motivational techniques behind successful teamwork are oftentimes unseen, and almost always are products of careful thought processes. Because you are a savvy manager or team leader, you’ve already seen that this process involves:

*   Planning

*   Patience

*   A lot of skill

When we look at teams that find themselves in jeopardy, there are a number of descriptors that show us the root of the problem. Team members sometimes are:

*   Stressed

*   Bored

*   Feeling unappreciated

More than being simply negative emotions, the results of these downbeat outlooks may easily cause these employees to jeopardize not only their own work, but also the work of other team members ¾ and ultimately, the project, altogether.

Early recognition of these symptoms calls for immediate action! How can we get around the “DE-constructive” outlooks and get back on the right road to successful teamwork? Motivation is actually a core competency that successful leaders possess, and it most often is the solution to offsetting the “doldrums,” explained here.

You, as the team leader or manager, are ultimately responsible for making the difference in employee attitude and performance! Although this may seem like an impossible duty at times, this process begins with the knowledge that a clear purpose, focus, or mission is one initial factor that influences motivation.

*        Some things to consider while clarifying your purpose or mission:

*   Remember that for long-term motivation, the purpose or mission must, in some way, align with the employee’s personal wants and needs

*   For short-term, clear missions, but not in line with the employee’s wants and needs, may diminish motivation

*   Find a way to temporarily halt the team processes, so that you can go through the steps that will clearly outline your purpose or mission

*   Re-visit the purpose or mission: Once the team purpose has been reviewed and newly refreshed, a re-alignment may be needed, adjusting to the team players’ needs

So, you ask, what does it take to provide the necessary motivation to keep a team on track? Let’s take a look at traditional incentives versus some current motivational methods that have come into play. Traditionally, money and promotions kept employees happy. Research now shows that today’s strong motivators are more esoteric in nature. Here are some factors that motivate. We are going to look at each one:

*   Goals that are set for them

*   Positive reinforcement

*   Coaching

*   Counseling

*   Training

Key Points:

·         As the team leader, you must develop strong planning skills, patience, and an ability to clarify a team’s mission.

·         Some strong motivators include clear goals, positive reinforcements, coaching and training.

·         You must also be able to determine the most appropriate incentives to motivate your particular team.

·         In defining motivation, clarifying your team mission and keeping a flow of positive feedback are ingredients for a team that will sustain a high level of motivation.

 
REVIEW FOR LESSON ONE:
Cultivate Initiative
¾ Empower Your Team

 

'WRITE-ON' TARGET

 

 

“WRITE-ON” TARGET

REVIEW FOR LESSON ONE

Cultivate Initiative ¾ Empower Your Team

How would you set about clarifying the purpose/mission of your team? What incentives would be appropriate for your particular team?

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Goal setting is a process - intended to increase efficiency and effectiveness in the work place

Lesson 2:
What is Goal Setting?

 

Not every end is a goal. The end of a melody is not its goal: but nonetheless, had the melody not reached its end it would not have reached its goal either.

~ Friedrich Nietzsche (1844–1900), German philosopher

One of the motivation factors is: Goal Setting.

Goal setting is a process. This process is intended to increase efficiency and effectiveness in the work place, and it specifies the desired outcomes toward which individuals, departments, teams and organizations should work. In order to achieve these outcomes, it is necessary to set goals effectively so that a manager or leader is offering a clear direction for the employee.

In creating an organized framework for the work environment, goals add challenge and justification to the task setting. Within this organized atmosphere, the best conditions develop ¾ and this becomes a positive, reinforcing environment, where the employee can excel.

Periodic stimulation in the form of a worthy challenge is one method of maintaining motivation. Because goal setting is essentially a process of developing and establishing targets, these become challenges for the individual. To put this in the most vibrant of perspectives, we should examine the act of being challenged as it relates to the survival mechanism called the “Fight or Flight Syndrome.”

This built-in defense system goes into action when a person is presented with any form of challenge! Our defenses are alerted to move us to action. We are somewhat “programmed” to either run away from the danger or confrontation ¾ or we address it directly.

In many groups that have responded to a challenge with heroic success ¾ the challenge, itself, was the motivator.

*        Step 1: Create a Challenge

Creating a challenging goal is not an easy task, and certainly not as easy as it sounds! Be careful to not interpret this, however, as "Create a Difficult Goal." The word “challenging,” in this sense, refers to aligning the goals of the organization or team with the knowledge, skills and abilities of the employee. If a goal is too difficult for the employee, the employee will feel incompetent and might possibly maintain resentment for the organization, especially if adequate training is not available. Ultimately, this employee will lose interest and fail at the task.

On the other hand, if a goal is too easy for the employee, the employee will feel underutilized and bored with the task. Ultimately, this employee will produce a product of lower quality than he or she is capable of completing.

*        In setting a challenging goal, follow the SMART acronym. Goals should be:

*   Specific:
The employee understands the details

*   Measurable:
The result can be tracked

*   Attainable:
The goal can be accomplished by the employee

*   Relevant:
The goal is within the boundaries of the employee's responsibility

*   Tangible:
The result has meaning for the employee

*        RESPONSIBILITY as a tremendous motivator

In general, giving out responsibility STIMULATES both people and teams. Having ownership of an identifiable block of work is a long-held tenet of motivation in groups. Be careful, though! Responsibility can be tricky! Implied in this concept is the understanding that the responsibility comes with the authority to make necessary changes.

Teams that have both the responsibility and authority tend to maintain motivation over longer periods of time. But, responsibility can be de-motivating if the consequences of error or failure are too great. It is difficult to sustain high performance when energy is being sapped by fear.

*        Step 2: Identify Barriers

A barrier is anything negative that moderates the relationship between the goal and its required performance. Some examples of barriers to goal attainment are:

*   Ability:
An individual may lack the skills necessary to complete a given task

*   Goal Commitment:
The goal may not be meaningful to an employee which contributes to a lack of commitment

*   Task Complexity:
Just as an employee may lack skills, the task itself may be too complex to be resolved

*   Goal Clarity:
A clear description of the goal will avoid any confusion regarding the end result

*        Step 3: Leverage Advantages

An advantage is anything positive that moderates the relationship between the goal and its required performance. Some examples of advantages to goal attainment include:

*   Effort

*   Persistence

An individual's effort and persistence may "make or break" the end product or the final result!

*        Step 4: Perform

Let the employee go out and perform! There will be questions, even if the goal has been described in detail.

*        Step 5: Measure

Have a measurement system in place to identify if the employee has satisfactorily achieved the end result. This should be a standardized process. It should be described to the employee as a part of your early stages in describing the goal.