The,Secrets,Motivating,your,Te business, insurance The 3 Secrets to Motivating your Team

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On a scale of nought to ten, with 10 being highly motivated, howmotivated is the team you manage? Maybe you have some individuals whoare more motivated than others? Maybe you've inherited a team whereapathy and just "working for the pay cheque" are the norm. Or maybeyour organisation is in the middle of major change which is having amassive negative impact on peoples' engagement at work.Whateverscore you gave yourself, studies show most managers believe there's aconsiderable amount of untapped energy, enthusiasm and potential which,if even partially released could have a profound effect on the bottomline. Knowing how to access this is a critical management skill, andcan reap you massive rewards.Shona Garner reveals 3 simple, butvital actions you need to take if you're to improve the teamwork andmotivation of your employees.1) Team leadership demands youunderstand what drives your people As a manager, you can't force peopleto be motivated! Motivation comes from within. Each of us is motivatedto take (or not take) action for a variety of different reasons, alarge number of which are not necessarily immediately obvious to thosearound us (or even to ourselves!) However, these reasons (or "drivers")are the key to understanding what will encourage us to take action.Your role is to provide the conditions and environment where people can and want to do their very best.How can you do this?- Pay attention to what people say and do, as this is often an indication of their work ethic as well as their drive.-Ask them! As simple as it sounds, just asking them when they've feltmost or least motivated will give you some potentially usefulinformation and there may be some simple things you can do which willmake all the difference to that employee.- Don't assume! Justbecause you love to be publicly recognised for high achievement,doesn't mean this member of staff does! That might be their worstmightmare - and they'll hate you for it!- When project managing, look for ways to utilise the strengths and individual drivers in your team to maximise the result.2)Make your team feel they're partners in the drive to get results; notsubordinates. You may be the boss - but the bottom line is, you can'tachieve the targets without your team! Whilst the overall objectivesand strategy may not be negotiable, the how something is achieved isoften much more flexible, and offers real opportunity for people to getinvolved and make constructive suggestions.Wherever possible,be clear about what you are looking to achieve, and what isnon-negotiable, then take the time to consider how each team member canbest utilise their own strengths and preferences in terms of their owninput. Encourage those who are hesitant, but whom you know from yourrelationship building, would like to have a go or have the potential todo a good job.If they feel they have been consulted, and as faras possible been allowed to play to their strengths, they'll reward youwith maximum effort.3) Understand the considerable power ofpraise. I could write masses on this one topic alone! But this onesimple thing will do more for your team building and motivation thananything else!Did you know, research shows that, in order toincrease motivation and ensure top performance is consistently repeatedwe need to praise at least 5 times more often than we find fault orcriticise? The reality is that, all too often, we focus on theweaknesses, and forget to show appreciation for what's being done well.Worse - (and this is much more common,) we make a fleeting commentabout what has been done well, then move swiftly on to what we thinkthey could do better!! How on earth is that supposed to motivate?Some simple tips which could transform apathy in your team:-Make it a habit to notice positive behaviours, attitudes or specificactions an individual takes which support the overall team goals. Keepa note of this, and feedback what you've noticed in your informalchats. Watch them glow as they realise you've been taking notice!- If someone exhibits exemplary behaviour, make a point of recognising this as soon as is practically possible.-When you give feedback of any sort, avoid vague phrases like, "welldone" or "good work" which are totally meaningless and far too overused!Bespecific about the particular action or attitude they have displayed,and, most importantly, explain the overall impact of this greatbehaviour/action for you, the team or even the organisation. So, forexample, when an employee deals with a particularly diffiicult anddisgruntled customer, turning the whole situation round, you can say "Iwas really impressed with the way you dealt with x. You maintained yourcomposure, handled her anger extremely well, showed empathy yet managedto find a solution which satisfied both the customer and our owninternal guidelines. Without your intervention she might have takenthis further. Thanks!"None of this requires a lot of your time - just a tweak in how you do things - but the dividends for you are worth it!