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

 

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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.

*        Step 6: Reward

Once goals and objectives have been set, you are responsible for:

*   Reinforcing the goals and objectives

*   Rewarding the team member's performance

“Reinforcement” is an increase in the frequency of behavior, thus strengthening the skills. This can be either:

*   Positive:
Providing something to an individual or team

*   Negative:
Taking something away from an individual or team

“Rewarding” is providing a pleasant experience to increase the frequency of behavior, thus strengthening the skills.

Together, reinforcement plus reward are powerful motivators!

*        Step 7: Re-Visit

Always re-visit the end result. Be sure to analyze the steps you have taken that have been successful and that helped employees attain the goal. Re-visiting the job that the employee did along the way is invaluable to your assessment for future goal setting. Be sure to include your feedback as part of the employee's performance appraisal.

Throughout each of these steps, you should always keep in mind that goal setting – one step toward motivating – is not enough to MOTIVATE. You must also be a successful coach. Coaching and mentoring skills are also powerful motivators in encouraging employees to perform. So, let’s take a look at them!


Key Points:

·         When it comes to being challenged, as humans, we still rise to a test of our abilities in much the same way that humankind has ALWAYS risen to the occasion. Keep this in mind when developing targets ¾ goals ¾ for your team.

·         When implementing the processes in setting goals, in spite of your careful attention to developing processes for achieving specific goals, goal setting NOT enough. You must also have excellent coaching skills.

·         Goal Setting is crucial to creating an organized framework in your team.

·         The steps to setting excellent goals, from the initial concept of a challenge, through the analyzation of the final result, means that you must identify barriers as well as advantages, you must allow members to perform and then you must measure that performance, and lastly, you MUST give out due rewards! (That’s the fun part!)


REVIEW FOR LESSON TWO: What is Goal Setting?

*        Setting goals and objectives includes the following four components:

*   Long-Term Goals: A specific statement of the goal

*   Objectives: Short-term goals that will achieve the long-term goals

*   Tactics: Actions taken to achieve short-term goals.

*   Targets: Criteria that specifically demonstrate success.

 

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REVIEW FOR LESSON TWO

What Is Goal Setting?

Describe how goals add challenge and justification to the task setting. How would you present a challenge to your team?

 

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Steps to Goal Setting

Pick one of the seven steps to effective goal setting and describe how you would apply these methods within your own team. Create one long-term goal. List 2-3 objectives. List 2-3 tactics for one of your listed objectives

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Coaching requires two-way communication ¾ because, if being a dictator were optimal for this type of situation, this section would be called - Steps to Successful Dictatorship!

Lesson 3:
Steps to Successful Coaching

 

You’ve got to
Accent-tchu-ate the
positive.

~ Johnny Mercer (1909–1976), U.S. songwriter

It is extremely important that as you become skilled in the evaluation of performance. It is important to note that success as a coach actually stems from successful performance management. For really useful details, check out the module on Performance Management.

*        Define your starting point:

Let’s examine some initial criteria for successful performance evaluation and management:

*   Have you recorded employees' performance periodically throughout the year?

*   If you’ve done that successfully, you will have a good understanding of the employee's skill level

*   If you haven’t started a record keeping agenda, start from “GO” and work through a mock performance appraisal. This will give you a better idea of strengths and weaknesses amongst your employees

*        Engage the cooperation of your team members:

If you first ask for a statement of understanding, this will convey to your employees that coaching requires two-way communication ¾ because, if being a dictator were optimal for this type of situation, this section would be called "Steps to Successful Dictatorship!" Begin by assessing the knowledge and skill base of your team players. This will lead you to two essential possible tasks:

*   You will initiate steps to make certain that the employee maintains the knowledge, skills and abilities to do the job

*   You will know for certain just WHEN additional training may be needed

*        Examine potential development opportunities for your team:

Bringing first-hand feedback from your team will also provide a development opportunity for your employees. It will allow for you to show and explain vital factors affecting the team purpose or mission:

*   It will show your ability to walk individuals through a given process

*   It will allow you to explain clearly, the team’s purpose as well as all of the important details in this step-by-step journey toward the maturity of the team

*   Maintain this mode by being positive! Talking down to employees, or negativity in general, greatly diminishes the perceived value of what you have to say

*        So, what does it take??

IT TAKES GREATNESS IN COACHING!

*        Take a look at this “Checklist of Things To Do Each Day.” When it comes to coaching, there are steps you can take to ensure that your plans and actions are effective. Here we have a useful checklist and tips to help you find out where you are, and plan where you are going, in coaching your team members.

*        CHECKLIST OF THINGS TO DO EACH DAY

*   Listen to your employees

*   Focus on insight first, information second

*   Show concern for your people as individuals

*   Find out your team members’ personal goals

*   Focus on collaboration

*   Aim high, but keep improvement goals within reach

*        Now, examine these “Attributes of a Great Leader/Coach”:

*   A good leader can be a catalyst for motivation in the short term, but the BEST leaders create the conditions for the team to motivate itself

*   This type of leader will lead team members to the knowledge that motivation is inherently intrinsic, residing within oneself, and ...

*   Therefore, if one depends continually on another person for their source of motivation, eventually it WILL end, and ...

*   As a GREAT leader, you will have a knack for helping others see the best in themselves, providing the stimulus for self-actualizing behaviors

*        You AND your team will derive much from the “Benefits of Successful Coaching”:

*   Enhancement of team performance

*   Ultimately, employees' satisfaction with their jobs is also enhanced

*   Thus, the larger alignment of team scope to the team mission is complemented by the more personalized alignment of the individual team member’s needs and goals ¾ so that we have success in all quarters!

Key Points:

·         Careful record keeping, a positive attitude, and being very aware of two-way communication will provide an ideal setting for your role as coach.

·         One of the most essential elements in a great coach is the attention that he or she pays to the needs of individuals on the team.

·         In great coaching and mentoring, the importance, and PURPOSE of performance management leads to effective organization of team efforts and success.

·         The final goal of setting up motivation that leads to team success is that each team member learns self-actualizing behavior ¾ they will perform their best and feel their best, and the team will be greatly enhanced in scope and function.

 
REVIEW FOR LESSON THREE: Steps to Successful Coaching

Think of one individual on your team to use as an example as you move through this exercise.

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REVIEW FOR LESSON THREE

Steps to Successful Coaching

Describe how you would set up a system of record keeping for your team members. How would you implement this within the current successes and limitations (if any) of your team?

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Checklist: Things To Do Each Day

Create a checklist of specific things to do and observe, based on the Lesson 3 suggestions. Do all of the items apply to you and your team? How would you modify this suggested list? Do a bit of soul-searching ¾ are you a GOOD leader, or are you one of the GREATS?

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Successful Coaching is a sometimes-simple, sometimes-supreme balancing act!

Lesson 4:
WHY to COACH?

 

One of the signs of passing youth is the birth of a sense of fellowship with other human beings as we take our place among them.

~ Virginia Woolf (1882–1941), British novelist

Perhaps the most essential benefit of your excellence in coaching will be that your team members will begin to demonstrate a strong sense of belonging to a group … not just ANY group, but a goal-oriented team that consistently achieves what they set about to do. For these feelings of belonging – of professional fellowship and that our work is meaningful – there simply is no other substitute for this kind of incentive.

From this sometimes-simple, sometimes-supreme balancing act that makes up the accomplishment of successful coaching ¾ now it is time to explore the results that can come from your success at coaching! You will probably note right away that these are the unseen, enigmatic bits and pieces of successful team interaction, and not hard physical evidence such as reports, models, artifacts or other physical evidence of the work. The intangible benefits of success in team interaction are the MOTIVATORS for future success!

*        Successful Coaching Boosts INTERACTION and CAMARADERIE

*   Comradeship, fellowship, and loyalty are strongly defined in successful teams

*   In such a tightly formed group, it’s a lot easier to support a team member when you have a good relationship

*   In highly effective teams ¾ over the long haul ¾ there will be a tendency to address both the technical needs and the human needs

*   These types of effective teams are, concurrently:

*   Competent in the work they perform

*   Highly functional in their interpersonal relationships

*   Well balanced in both technical and human skills

*   You can help your group attain this level of interpersonal foundation by providing:

*   Exercises that deal with the myriad of personalities, temperaments, cultures, values, beliefs, ideologies, religions, and idiosyncratic behaviors of those we meet

*   Training, which is available to address most of these topics

*        Successful Coaching Promotes Open And Direct COMMUNICATION

*   The fallout from this kind of relationship-building is:

*   Direct and open networking

*   Frequent praising of the contributions made by one another

*   Visible evidence of profound mutual support

*        Successful Coaching Promotes GROWTH

*   Personal and team growth can provide another basis for sustained motivation

*   Motivation tends to remain high when people are “growing” their sense of self-worth, and feel they are:

*   Moving forward

*   Learning new concepts and/or adding to their skill base

*   Stretching their minds

*   Experiencing personal growth

*   Adding value to their individual sets of outward-bound, community-based skills

*   Enhancing their self-esteem and self-worth

Key Points:

·         The three main results of successful coaching are: Team Camaraderie, Team Communication, and Team Growth.

·         Professional fellowship and a knowledge that our work is meaningful are very important to a team’s success. Your part in achieving this, as coach and mentor, is invaluable.

 
REVIEW FOR LESSON FOUR:
WHY to COACH?

 

 

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REVIEW FOR LESSON FOUR

WHY to COACH?

Choose one of the three main results in the checklist in Lesson 6 and apply it to a current condition on your team. Prior to this module on motivation, most learners have already been applying some of the objectives listed here. Can you describe these strengths? What is your plan for expanding your BEST PRACTICES, for your future best results?

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There are no hard and fast rules for providing motivation for your team

Conclusion

 

 

As you may have noticed in the thread of this module, there are no hard and fast rules for providing motivation for your team. Only suggestions are appropriate, because there IS no team exactly like your own – and your approach for bringing motivation, will be totally unique.

As you begin to develop the assessment tools for bringing a higher level of motivation techniques to your group, you will more deeply understand that a great team leader pays the most attention to human qualities, human feelings, and human goals. This is because those things that motivate us are very much tied up in things that are more meaningful than just a salary or a set of benefits. The team goal is born within the depths of each team member, and their dedication to their profession and high level of work.

As you study this module and begin to implement changes in your team, these tips and checklists for “growing” your team will also expand your own vision for how the team fits within the larger whole. Be sure to return here to refresh the new ideas you’ve just pondered! Now it is time to go and EMPOWER YOUR TEAM!!

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