The first step to motivation is simple: Start with a clearly identified vision. Then pay attention to the people around you who are critical to achieving it. The core of motivation is creating a trusting work environment, according to Lloyd Baird, author and Professor of Management at Boston University. He advises managers to treat everyone, at every level of hierarchy, with respect and consideration. While being fair, kind and courteous is always in fashion, a leader’s thoughtfulness could encourage some much-needed drive especially during volatile times.
Leadership experts say that a team is only as good as the leader. A master motivator should dedicate himself to the vision. “Your commitment will be a model for everyone in the group,” says Baird. “If they see you working hard for the goals, they will join you.” Transparency also matters; be honest, accept your mistakes and admit when you don’t have an answer.
Even more inspiring is a manager who protects his group. It’s your team, so define a boundary around it and shelter members from interference. “Show courage in sticking up for your people,” Baird says.
In his motivation-hygiene theory, American behavioural scientist Frederick Herzberg observed that certain factors in the workplace caused job satisfaction while a separate set of factors led to dissatisfaction. People can get very disaffected about things like salaries or job security. Even if these issues are resolved, however, job satisfaction is still not guaranteed. Herzberg recognised that job satisfaction and motivation was a result of factors such as achievement, recognition and growth. Organisational leaders, therefore, advocate a tailor-made form of motivation.
Deep Kalra, CEO, makemytrip.com, seconds this approach. His take on motivation: Competent people want more space and latitude. In his bid to attract the best talent for his relatively small business, Kalra dangled the carrot of both a broad canvas as well as ownership. It worked like a charm.
A MOTIVATION BLUEPRINT
