Recently someone told me that my role as a consultant is to motivate them to change. That by sharing research data, internal project completion data, and how the structure of their current organization is causing dysfunction they now feel demotivated.
Rewards and Punishment that may come from the manager.
Rewards and Punishment that may come from fellow workers.
Rewards and Punishment that may come from the work itself.
The areas of the work you find relevant, you will ascribe value to, and be motivated to do more of that stuff. The areas of the work you find to be irrelevant you may still do. And will eventually try to stop doing because they are of little value to you – causing unmotivation.
We all get stuck in the explanation mode. Forgetting that progress towards meaningful goals is the driver of innovation and motivation.
At the core of of what has been called motivation is to value something. If we value something we will go after it.
I was with a group of 8 managers. They hired me to coach and develop along with them what they called “techniques and systems to motivate their teams”. What I called The productivity of our people is dropping and we have punished them, yelled at them, offered $$ incentives, and created a Thunderdome process. Holy shit more of the same is not working…we need help! And help is what I do.
Question Daniel wrote “Hi. Next week, I am speaking during a conference about Motivation. The audience is composed of young people who are starting their business and who are quite demotivated by the financial crisis…I would like to catch them and to captivate their attention and mind in involving them in a game or … Continued