Adopting policies is one thing, implementing them is another. If poor motivation is entrenched, you may need to look at the organization's whole style of management. One of the most natural of human instincts is to resist change even when it is designed to be beneficial. The way change is introduced has its own power to motivate or demotivate, and can often be the key to success or failure. If you:
- tell - instruct or deliver a monologue - you are ignoring your staff's hopes, fears, and expectations;
- tell and sell - try to persuade people - even your most compelling reasons will not hold sway over the long term if you don't allow discussion;
- consult - it will be obvious if you have made up your mind beforehand;
- look for real participation - sharing the problem solving and decision making with those who are to implement change - you can begin to expect commitment and ownership along with the adaptation and compromise that will occur naturally.
10.Understand Learning Preferences
Change involves learning. In their Manual of Learning Styles (1992), Peter Honey and Alan Mumford distinguish four basic styles of learning:
- activists: like to get involved in new experiences, problems, or opportunities. They're not too happy sitting back, observing, and being impartial;
- theorists: are comfortable with concepts and theory. They don't like being thrown in at the deep end without apparent purpose or reason;
- reflectors: like to take their time and think things through. They don't like being pressured into rushing from one thing to another;
- pragmatists: need a link between the subject matter and the job in hand. They learn best when they can test things out.
As each of us learns with different styles, preferences, and approaches, your people will respond best to stimuli and suggestions that take account of the way they do things best.
11. Provide Feedback
Feedback is one of the most valuable elements in the motivation cycle. Don't keep staff guessing how their development, progress, and accomplishments are shaping up. Offer comments with accuracy and care, keeping in mind next steps or future targets.
More Tips: Dos and Don'ts For Motivating Your Staff in a Time of Change
Do:- Recognize that you don't have all the answers.
- Take time to find out what makes others tick and show genuine caring.
- Lead, encourage, and guide staff - don't force them.
- Tell your staff what you think.
- Don't make assumptions about what drives others.
- Don't assume others are like you.
- Don't force people into things that are supposedly good for them.
- Don't neglect the need for inspiration.
- Don't delegate work -- delegate responsibility.
