What are the most effective team motivation frameworks?

Ser parte da equipe, e n?o "somente" o gestor. Participar da vida da sua equipe, reconhecendo os potenciais, mas também estando "por dentro" dos problemas, n?o somente cobrando solu??es. Colocar "a m?o na massa", sem perder a gest?o da equipe, é o que faz com que os colaboradores se sintam reconhecidos e motivados a trabalhar em uma equipe. Nem sempre a quest?o está em salário, benefícios, nem nada disso, até porque se a empresa n?o propicia um bom ambiente, uma hora o profissional sai, mesmo com a melhor remunera??o.

Keeping your team motivated is one of the most important ask from the leader. There tae many framework that are given by management gurus but in a simple language what a tem need is to be heard. Few points that can be considered to keep team motivated ?? Be available to hear ?? Share the journey and give ownership ?? Recognize efforts an results ?? Timely meaningful meeting and sharing thoughts are important ?? Clarity of vision and giving guidance to achieve the same is important ?? Being empathetic is non negotiable ?? Talk to team regularly and understand the pain points to e addressed at a right time and support success ?? Celebrate success but recognise regular milestones and efforts also

After more than 25 years in different leadership positions, I would say that one of the most important insights I have is that, as a leader, you cannot motivate your people, but you can de-motivate them. Therefore, make sure that you live the values, you practice what you preach, and you surround yourself with people who believe in what you believe, but have complementary skills. This way you will build a great business that will thrive without you, and this is after all the essence of entrepreneurship and leadership, in my humble opinion.

While all these are great choices, adding the Self-Determination Theory (SDT) should definitely be considered. It focuses on intrinsic motivation and suggests that people are driven by the need for autonomy, competence, and relatedness. It aligns well with fostering a sense of purpose and personal growth within a team. Another one to consider is the Job Characteristics Model (JCM). It emphasises designing jobs in a way that enhances motivation by incorporating elements like skill variety, task identity, task significance, autonomy, and feedback. Lastly, the Team Effectiveness Model is worth exploring. It looks at factors like team composition, task characteristics, and organizational support to understand and improve team performance.

One standout approach is the 'Empowerment and Recognition' model. This framework thrives on the premise that when team members feel genuinely empowered in their roles and recognised for their contributions, their intrinsic motivation skyrockets. Empowerment here is not just about delegating tasks but also about providing your team with the resources, autonomy, and trust needed to take ownership. Combined empowerment with recognition and watch motivation and performance improve. Recognition, in the form of monetary and career mobility rewards, but also through personalised feedback, and public acknowledgement in celebrating both small wins and major milestones.

I always love the explanation of Herzberg's theory of Motivation and Hygiene. In most of my training program, when I asked how can we motivate people? The common answer (or the easiest answer) is to increase their salary and to give them more money. Once we understand Herzberg's Theory, it might not always be true. Most of the time backfires if we don't give it properly. Money is just a hygiene factor. Once we understand that, we know money cannot buy everything, especially when talking about motivating a team.

Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, can be an effective team motivation framework when applied in the workplace. Here's how: 1. Motivating Factors: These are factors that lead to job satisfaction and motivate employees to perform better. They include: Achievement, Recognition, The Work Itself, Job Advancement Opportunities, Growth Opportunities 2. Hygiene Factors: These are factors that can cause dissatisfaction if not addressed properly. They include: Relationship with Peers: stakeholder management etc. By addressing these factors, leaders can directly impact job satisfaction and increase employee motivation.

In my experience if there is more bad dished out then good…something isn’t right. Constructive criticism is key to keeping employees engaged and happy.

No amount of motivators will be effective if the hygiene factors and ignored. Unfortunately many organisations and leaders pursue motivators only, hoping it will do the trick.

In my opinion, one of the most effective team motivation frameworks include Herzberg's Two-Factor Theory. This theory suggests that employees are motivated primarily by two factors: hygiene factors and motivators. Hygiene factors are extrinsic factors that are essential for employee satisfaction but not directly tied to job satisfaction. These include factors such as working conditions, salary, and job security. Motivators, on the other hand, are intrinsic factors that directly contribute to job satisfaction. These factors include recognition, achievement, growth, and responsibility. By understanding and addressing both types of factors, teams can create a positive work environment that motivates and engages employees.

Provide team members with autonomy in their roles, allowing them to have a say in accomplishing their tasks. This promotes a sense of control and can lead to higher job satisfaction. Foster an environment where team members feel safe to express their thoughts and ideas without fear of ridicule or retribution. This encourages innovation and a sense of co-ownership in the team’s success.

In my experience belonging and cooperation go hand in hand. If an employee feels positive about where they stand with their company, then they are more likely to cooperate and participate.

McClelland's Theory of Needs, can be an effective team motivation framework when applied in the workplace. Here's how: 1. Need for Achievement: This is the desire to reach a particular goal, milestone, or accomplishment. Individuals motivated by these needs typically thrive in challenging situations and often seek them out to satisfy their desires. 2. Need for Power: This is an individual's desire to hold authority, control, and influence over other people. 3. Need for Affiliation: This is the desire for friendly and close interpersonal relationships. By understanding and addressing these needs, leaders can directly increase employee motivation by making appropriate interventions not just in the communication but with actions

Identify Each Team Member's Needs Start by getting to know your team members on a deeper level. Set Clear and Challenging Goals People with a high need for achievement thrive when they can set and accomplish challenging goals. Promote Collaboration For individuals driven by the need for affiliation, fostering a sense of teamwork and collaboration is essential. Empower Through Decision-Making Individuals with a high need for power are motivated by having control and influence. Involve them in decision-making processes and empower them to take on leadership roles. Recognize and Reward Regardless of the specific needs, recognition and rewards play a vital role in motivating team members.

In my opinion, another most effective team motivation frameworks include McClelland's Theory of Needs. This theory suggests that individuals have different needs for achievement, power, and affiliation, and that understanding these needs can help motivate teams effectively. By recognising and addressing these needs, teams can be motivated to perform at their best and achieve desired outcomes. Additionally, providing opportunities for growth, challenge, and recognition can also contribute to team motivation. Overall, tailoring motivation frameworks to meet the individual needs of each team member can enhance team performance and overall job satisfaction.

The Expectancy Theory, is an effective team motivation framework as it helps understand how individuals make decisions about behavioral alternatives in the workplace. Here's how it works: 1. Expectancy: This is the belief that increased effort will lead to increased performance. 2. Instrumentality: This is the belief that if you perform well, then a valid outcome will be there. 3. Valence: This refers to the value the individual personally places on the rewards. By understanding and addressing these three key elements, leaders can create a work environment where employees believe that putting in more effort will lead to better job performance, significantly higher motivation levels and sense of belonging

The Expectancy Theory provides a valuable framework for understanding and enhancing team motivation. It emphasizes that motivation is influenced by the belief in the connection between effort and performance (expectancy), performance and rewards (instrumentality), and the value of the rewards (valence). Leaders can boost motivation by setting clear goals, providing necessary resources, and building skills and confidence to enhance expectancy. Additionally, linking performance with fair, desirable rewards and giving transparent feedback increases instrumentality and valence. Tailoring these aspects to fit team members’ individual preferences can significantly elevate their motivation and engagement.

Goal-Setting Theory is a great framework. It helps establish clarity for what the team and individuals within it are expected to accomplish by when. To motivate your team you need to set the goals in a way that they are challenging but not unreasonable, e.g., the team has a 50/50 chance of achieving them, otherwise, they may reduce motivation. While I advocate for this framework and use it on an ongoing basis, it is important to note that it is required but not sufficient. It is also important to articulate why these goals matter, and how they help realize the vision we have. You would be wise to get buy-in and excitement for the work and celebrate wins along the way, even if are small, to show the team is tracking in the right direction.

Achieving a goal requires setting a clear objective and establishing a timeline to reach it. In my experience, involving your team in the process of determining both achievable and stretch goals, and setting the expectation that challenges will arise and be conquered, can motivate them to rise to the occasion. When you include them from the beginning, they feel like they are part of the process. As Lewis Carroll famously said in Alice in Wonderland, "If you don't know where you are going, any road will get you there." To reach a goal, you must have a clear understanding of your destination and be able to measure your progress based on how you define success.

In my view, Goal-Setting Theory, is an effective team motivation framework . Here’s how it works: Specific &Measurable Goals: The theory states that clear, well-defined, and measurable goals improve performance much more than vague objectives do. Goal Characteristics: The presence of goal characteristics such as clarity, challenge, goal commitment, feedback, and task complexity results in increased motivation in employees. Impact on Self-Efficacy: The theory also shows the relationship between goals and self-efficacy, which is an individual’s confidence in achieving a given task. By addressing these elements, leaders can create a work environment where employees believe that putting in more effort will lead to better job performance.

In my experience of coaching and mentoring people, I always used team motivation framework: Goal-Setting Theory. This theory suggests that setting specific, challenging, and attainable goals can motivate individuals and enhance team performance. By clearly defining objectives and providing feedback and support, leaders can create an environment where team members feel motivated and engaged in their work. Additionally, offering recognition and rewards for achieving goals can provide further motivation and encourage continued effort. Overall, Goal-Setting Theory offers a structured approach to team motivation that can be tailored to suit various team contexts and objectives.

Chapters 9 and 10 in Leadership; Enhancing the Lessons of Experience (10e) (Hughes, Ginnett & Curphy, 2021) provides a summary of the research for all the motivational approaches described in this post, their strengths and weaknesses, and how to apply them in real-world settings.

I would add the 'how much do you actually care about me and my circumstances' to the list. In today's world where work and home/life are now all encompassing, expectations are that work is adjusted to home life, and vice-versa. Leaders who are not recognising this are missing what is needed to ensure you bring the whole team along. It's the micro-moments that matter... and this is what the pandemic taught us. As we move more towards self-interest (the thing that kills trust), and organisations focus more on who is in or out, they fare worse than those who genuinely focus holistically and systemically on teams. That is why company values and behavioural frameworks that are aligned to promotion processes and team outcomes are so important.

Leadership Style: Your leadership style can significantly impact team motivation. A transformational leadership style, which focuses on inspiring and empowering team members, can complement these frameworks effectively. A one-size-fits-all approach to leadership may only work for some team members. Individualization: Not all team members are motivated by the same factors. Understand each team member's unique preferences and needs and tailor your motivational strategies accordingly. Personalized motivation can yield better results. Hybrid Approach: motivation is a complex and multifaceted aspect of human behavior. Combining elements from multiple frameworks often leads to a more comprehensive and practical approach to motivating your team.

Management by objective (MBO) could be a powerful framework to improve team motivation. Firstly, establishing clear goals to provide direction. It’s important to have strong leadership who can create link between team performance & company success. The team must feel part of larger mission. Next is ensuring team efforts are interconnected & tied up to team incentives. Team building activities /informal gatherings help build trust. Nothing motivates like motivation. Recognize their efforts, praise in public & celebrate their success. Finally, zero tolerance for toxic behavior. Nothing kills the team motivation faster than this which causes irreparable damage and the companies are never able to calculate the loss of opportunities due to this.

I have used the GRPPI Model for decades. It stands for: > GOALS > ROLES > PROCESSES / PROCEDURES > INTERPERSONAL RELATIONSHIPS My recommendation is to start at the top and work downwards. Don't start at the bottom level if you're asked to help teams in conflict (Interpersonal Relationships). Start by clarifying Goals, then Roles, and then Processes. Once those three levels are clarified and agreed upon, the conflictual Relationships usually is solved! Not always, of course. But many times, this process works!