Motivation, What Is It?

Often, when people are promoted into a manager role or executive administrative professional role within an organisation, they are ill-prepared for their new set of responsibilities. How to encourage people is a problem that is close to the heart of anyone who is responsible for getting results through the effort of other people.

In this post, we will like to continue from where we left off, on our subject of Motivation, especially motivation at the workplace. To read the previous post, click here.

In the previous post, we defined motivation as “the desire, willingness or enthusiasm for doing something”. So, let us continue….

Theory of Motivation

Let us begin this very interesting subject by looking at some classic theory in the area of motivation starting off by considering the important question: why do people work? The obvious answer is: for money.  But, it is not the whole of the picture. Sure our employees work for money, but they have other reasons too and it is those reasons that we need to understand and utilise to motivate people.

It is not my intention to write a Wikipedia article here. I would certainly encourage you to look at the sources of this information for yourself, especially McGregor, Herzberg and Maslow. However, an analysis of the received wisdom reveals that, beyond the obvious need for money, the main reasons that people go to work are as follows: 

• Recognition
• Interest
• Accomplishment
• Respect
• Responsibility

Also you can read more reasons in the article why do people work?

Now, if you can creatively make use of those drivers, you will have an extremely powerful method of motivating people. Let us just take one of those drivers and examine how it was proposed to be used by Blanchard and Johnson in their book, The One Minute Manager. In essence, this book suggests that you ensure people understand what you want from them and then you engage in coaching them to achieve their goals.

However, I would say that the main focus of the book, as far as getting specific behaviour change is concerned, is around the use of the principle of praise. As they put it in the book, "try to catch people doing something right" and then praise them for it. So you can see that this method is focused around the use of the 'recognition' principle from the above list.

Motivation at Work

The 'recognition' principle is astonishingly powerful. You can train animals using this method, you can correct the behaviour of problem children and, yes, you can even get your employees to change their behaviour too. To use it effectively, the recognition must be delivered conditionally, related to the specific, desired behaviour(s) you want to encourage. It is not complicated - if Super Nanny can do it, so can you - but it is remarkably effective.

The use of the other principles is equally important. You want people to be engaged in work that really matters to both them and the organisation. You need to give them tasks that challenge and stretch them and you should empower them by giving them the responsibility to make their own decisions as far as that is possible. If you do these things, you will definitely see a marked change in attitude; however, a common objection I get at my workshops is that people do not work in jobs that permit any of this.

Personally, I believe this attitude alone is what sets apart good managers from those people who should simply not be in the role. When you look at your job, whatever it is, as consisting of simply turning up and doing what it says in your contract of employment, then you truly are impotent and powerless to effect positive change within the organisation. What you need to do is be creative and, do you know something? You can be, but first, you have to dump that attitude - if you have it, that is. The alternative is that you resort to the Jackass method of motivation.

Becoming a Good Manager

Actually, I really like The One Minute Manager book that I mentioned. When I bought the audio version, it also came with an interview in which Spencer Johnson outlined how to be a bad manager. It was a lovely bit of fun. Of course, the book is about the reverse and indeed the three principles in the book are the reverse too.

Here is what he said you need to do in order to be a bad manager: 

1.  Make sure people do not know what you want;

2. If they do something wrong, make sure you catch and reprimand them; and

3.  If they do something right, just ignore it.

Most people will chuckle when they see his list because they recognise the management style of people they have worked for in the past. So, do not be a bad manager; be a good manager. The principles are the reverse: 

1.  Make sure people know exactly what you want (goals);

2.  Catch them doing something right and praise them for it; and

3.  If they do something wrong, just ignore it.

Of course, there will be times when you will have to deal with bad behaviour with some kind of disciplinary action, that is true, but do not let it become your modus operandi. Remember that people are starved of their esteem needs i.e. the need for respect, responsibility and recognition. If you can position yourself as the supplier of those things, the people who work for you will be prepared to do almost anything for you including getting you promoted.

"The people below you get you promoted. The people above you only deliver the message." - Spencer Johnson

This is the concluding part on the subject “motivation”. Indeed, motivation is needed in every area of our lives, especially in our professional lives in order to keep us going as we work to achieve our personal goals and also the organization’s vision.

I hope this post help to make us, better managers, Executive Assistants or administrative professionals.

If you enjoyed this article, you will also enjoy the Free Personal Development Books.

Will Edwards is a Writer and Founder of www.whitedovebooks.co.uk. Article Source: http://EzineArticles.com/?expert=Will_Edwards