Motivating the Team - A 4 Step Model
Allan Mackintosh
Corporate Team Coach building high performance work teams and a keen Promoter of the history of Prestwick Airport & of the present day opportunities offered by the Prestwick Aerospace cluster of companies.
Motivation is a subject that is constantly on the lips of team managers and team members and it is a subject that usually confuses more than enlightens when discussed at any length.?
?Traditional theories such as Maslow’s Hierarchy of Needs, Hertzberg’s Hygiene Factors Model or McGregor’s X & Y theory are regularly trotted out to explain what motivates individuals. Many people finding these interesting but potentially baffling in terms of what it means for them in their place of work or how these theories relate to their peers, stakeholders and indeed, customers.
?Several years ago I had the pleasure of sharing the stage with former Great Britain Olympic athlete, Brian Whittle and Brian introduced me to a simple model of motivation entitled the Motivational Triangle where the model stipulated that there were three distinct motivators that humans needed addressed before they would be motivated.
?In this short article I would like to further explain this powerful model in a form I have developed called “Diamond Motivation?” which adds a fourth dimension to Brian’s model. This model can be used for both individual and team development and can also be used as a framework for organisations when attempting to create a ‘culture of empowerment’.
?Let us look at how this simple model of motivation applies to enabling team managers to support their team members and for team members to use it to be self-motivated.
?Clarity and Understanding.
?It is vital for any team member to have clarity in what their role is and what their performance measures and targets are. Without this clarity the team member will be confused and de-motivated. Team Managers should always ensure that team members have 100% clarity in the following areas, 100% of the time!
□?? Clear and concise description of their role and responsibilities within the team.
□?? Individual SMART objectives
□?? Clarity in relation to how best they are going to achieve the objectives and what support is available from the team manager.
□?? An excellent understanding of company and team goals and how their objectives link to the overall aims and goals of the team.
□?? A full knowledge and understanding of company procedures and policies.
□?? A full understanding and commitment to the team contract.
□?? An understanding of how best the Team manager: Team member relationship is going to work for both parties.
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Expressing Opinions, Hopes, Fears, ideas and Concerns.
?The second aspect to ‘Diamond Motivation?’ is that humans need to express themselves. If they are dictated to, then, not only do they feel under-valued, they feel frustrated in that they are not offered the opportunity to outline their hopes and concerns.
?Team Managers should always ensure open two-way communication and be excellent listeners. A healthy balance of being directive and of ‘playing the coach’ should be aimed for so that the correct developmental approach is taken at the right time and situation. Taking a coaching approach will ensure that employees are given opportunity to convey their feelings, hopes, concerns and ideas and team managers should always attempt to ensure that situations are created where employee views are aired and heard. Simply being the ‘directive’ team manager is fraught with danger in that this approach can severely restrict and impact negatively this aspect of ‘Diamond Motivation?’
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Having a Choice in Decisions.
?People have to be in a position to make choices. Some people need a lot of scope in this area; others only a little. But choices must be offered and created and the best way to do this is for the team manager to coach effectively whereby the team member comes up with their own solutions and ways to implement the solution. Simply telling team members what to do and how to do it can have little effect, apart from perhaps, a negative effect.
?Team Managers should also look to create focus groups of problem-solving groups to enable team members to look closely at workplace challenges and come up with their own recommendations. This can go some way to satisfying the human need to have choice.
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Feeling Valued and Recognised.
?There are some extremely simple ways to make someone feel valued. It is as simple as saying ‘thank you and ‘well done’. It is also very powerful to simply listen and understand someone and this process alone is a sure way of making someone feel valued. And so, it is with team members. Listen to them, understand their needs, support them to make decisions (in and thank them for their effort and expertise in the workplace. Simple.
?Why is it that so many team managers severely limit praise but immediately focus in on mistakes? This has to change if we are to be in a position to make full use of ‘Diamond Motivation?’
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Motivation is key in everything we do. Maslow’s Needs and the other motivational theories are useful, but “Diamond Motivation?” simplifies the mystique and takes motivation to a personal level which is easy to understand and apply.?
Looking to develop your team's performance? Give me a call on ++44 (0) 776 416 8989 or drop me an email to [email protected]