Motivating Others

People are self-motivated. The task is to find out what values and needs motivate the individual internally. If you can offer them something that strikes a cord with those needs and values, they will be motivated, provided you manage them accordingly. It is an interesting paradox that as a parent, manager, supervisor, or owner, you can stifle motivation but you cannot create it.

If a person has been motivated in the past, but is not now, something may be going on in the work environment or at home which is stifling the person's motivation. Have a frank discussion with the person describing what you have observed. Be prepared to accept the fact that it may be something in your management style that is causing the problem. If you can change, remove, or help the person to overcome the de-motivating condition, there is a high probability the person will become re-motivated.

There are two basic motivations that companies have used for years-fear of loss or desire for gain (commonly called the stick and carrot approach to motivation). The problem is that each individual's definition of loss and gain is different.

The desire for gain is relative to the person's needs, values, and personal life vision. What may be of high value to one person could be another person's nightmare. We can never assume that others are motivated by the same things we are.

For example, putting a person who has a high need for security, consistency, and predictability into a risk-taking job that requires flexibility, independent thinking, and quick, competent decisions would make that person miserable.

Some people are motivated by competition. Others are turned off by competition and only work at their best in a cooperative, team-oriented environment.

So the question becomes how to discover what motivates a particular person, or more importantly, how to select people who will be naturally motivated by what the environment and job offer.

VISION/VALUES MOTIVATION: People want and need to be inspired. So develop a simple vision/mission statement for your company, project, or relationship. If your vision/mission is in alignment with their values and personal vision, they will be excited to have a chance to work with you and your organization. People like to know that they are contributing to something worthwhile that is bigger than themselves. If they can imagine the possibility of achieving a valued vision with a team of like-minded people, they will be inspired and motivated.

Questions you can ask to help uncover personal vision & values:

* If you could solve a world problem, what would it be?
* What do you think or feel might be your life purpose?
* If money or education were no obstacle, what would you most like to
accomplish in your life?
* What three qualities do you value most highly in any relationship and why?
* Of the many things you have done in your life, what three situations or accomplishments have given you the greatest satisfaction and pride and why?

NEEDS MOTIVATION: Needs by definition are not optional. People will get their needs met one way or another. One universal need is acknowledgment or attention. If a person cannot get acknowledgment and attention through good behavior, they will engage in disruptive behavior.

Needs are subtle and unique to the individual. Over 250 human needs have been identified. If a person needs attention, how much and what kind of attention do they need to feel satisfied, valued, and motivated? Only they can tell you.

Questions you can ask to help uncover a persons needs:

* Tell me about the most satisfying job you have ever had and what it was that gave you satisfaction.
* At your best ever job, what specifically turned you on and got you excited about coming to work everyday?
* Think about the worst job or boss you ever had. What specifically made it so unpleasant?
* What are the three most important working conditions that you need to work at your best?
* What 5 to 10 words best describe you and your personality in the work environment?
* What do you feel are the greatest talents and assets that you bring to this position?

If you are an employer, go through the above questions and make notes as to what kind of answers you would expect to hear if the person's values, vision, and needs were in alignment with what you and your organization have to offer and need. What other questions might you ask to get greater insight into the person?

Like it or not, we cannot manage everyone the same and expect superior results. We must understand the needs, desires, willingness, ability, and skill level of each person and manage them fairly, yet with consideration for the unique individual's requirements to work at their best. Sometimes a person is just not a fit for the organization; in that case, it is time for them and you to find a better fit.