Motivation is the true fuel of organizations. Companies should not get employees to work, the real merit is who want to work
The first step is to identify the fundamental points of motivation: The transcendent motivation It is the impulse to carry out a task for its consequences and is complemented by the extrinsic (economic) motivation. There is also the intrinsic motivation (self-actualization) comes from a taste for work content or for the human environment. The three are mixed and, although they can be distinguished, they cannot be separated.
Boredom arises from feeling what was previously a challenge as something routine, part of the motivation lies in the feeling of growingIf you learn and you like it, working becomes a reward in itself. Creating challenges is not about assigning more and more tasks, it is about the distance between what we know and what they propose to us. When we are asked less than what we can do, we do not increase our skills and in the long run we feel dissatisfied.
10 steps to apply motivation in your team
– Look for the ideal location, not all people perform in the same way carrying out the same tasks, we have a certain profile that best fits specific positions, it is important that each one is in the position that best suits their skills and professional skills.
– Keep in mind the personal life of the members. Reward and encourage consistency and compliance with agreements, revalidate word, responsibility and commitment.
– Put into practice envisioning futures, proposing multiple scenarios. Plan for the future, including your collaborators, the expectations you have of their work in a given period. Be clear, set the standards as assertively as possible. Incorporate short-term challenges and encourage the team to go for more.
– Create a space and context to talk about emotions.
– Recognize and celebrate victories and achievements publicly, as well as your own mistakes.
– Recognize yourself human and incorporate the right and benefit of error. Making mistakes is useful, inspires, contagious.
– Raise personal feedback in private, in a confidential environment where the gaze is set on the territory to win and learning. Do not think that it is fair to expose someone who “deserves punishment” when this happens and you have the authority, you are the only one who is exposed. Promote learning from mistakes, this mobilizes the willingness to change and integrate learning.
– In times of crisis, raise it openly and look for contingent actions together. Encourage the practice of finding opportunities in an adverse scenario instead of regretting the blows received.
– Whoever leads a team must practice a systemic perspective, thinking, creating and sustaining a diverse and horizontal ecosystem that keeps us all motivated. Understanding that what is different contributes and enriches by legitimizing respect for diversity, broadens the possibilities and strategic options.
After all, motivating is not giving encouragement, a boss is not a corporate cheerleader, he is the one who gives his team support and reasons to want to work.
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by CEDOC