Obviously, there are millions of things that affect motivation, however here at Organisational-Wellness we have had seen a trend emerge that also corresponds with learnings from international studies.
Let us start by saying Individuals make up teams and organisations. Individuals have to be as valuable to the organisation, as the tasks they do are. Being valued is one of the top five motivators, which is no surprise considering it is a core relational need and often relates to the more intimate feeling of being “loved” in a work appropriate way.
Money does not motivate people, too many people feel that additional money will motivate employees to engage more, however unless they are on direct commission studies have shown this is inaccurate. It can motivate career choices, however rarely does it impact keeping an employee motivated in their role.
Promotions motivate some, however the ideas attached to the promotion are often the motivator more than the promotion itself. The status, the feeling of achievement, the increase in pay, the safety and the power promotions afford individuals with.
Its important to realise these things motivate bigger picture choices, often the motivation to prove ourselves and get somewhere, rather than daily day to day activities.
More often than not what we see at organisational-wellness as the trend of reasons for unmotivated employees and teams are these:
• Feeling disconnected from their work
• Feeling disempowered within their role or team
• Feels purposeless and always problem orientated
• Feeling undervalued
• Not feeling supported or resourced.
None of these relate to skills, they all relate to how employees feel on a day to day basis. They relate to how we engage with each other and what impression one person’s actions give to another about their place in the organisation.
Generally, the more social capital, respect. power and status a person has, the bigger the impact is of their behaviour. This is where strong role modelling can make all the difference around motivating, it isn’t about fixing every problem or about always being happy, it is about valuing each person enough that they know they count, they know how they think and feel matters and mostly that the work they do has its place in the effectiveness of the organisation.
To motivate a team or individuals in an organisation
1. See them and acknowledge their role in the organisation positively whenever possible.
2. Set them up to succeed by listening to the challenges they face and co-creating solutions.
3. See patterns of complaints within an organisation as information about the culture, not the people.
4. Invest in their development.
Mostly though, say thank you more, mean it and make an effort to connect with your employees and peers. Positive connection to others above all else produces loyalty and motivates each of us, at the end of the day we are relational creatures.
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