How to activate the employee. Motivation through communication
And capable, and hardworking, and the company loves, and has long been working … The employee, who wants to see the majority of managers.
An employee with whom there are difficulties, emotional and professional costs, most of the managers, when his eyes “faded away” and the interest in the work done was lost.
It is good if the company can offer growth prospects and a new position. And if not? Well, if he is motivated solely by money. And if not? And he perceives financial motivation as a due circumstance that no longer inspires him.
It is good when a manager can give a new position to an employee painlessly for the productive work of a department, company. And if not? And it is beneficial for a manager to keep him in a certain position for as long as possible, since he is an excellent professional, shows good work results and is simply no one to replace him.
One of the ways to return an employee to a resource active state is the power of an “effective word”, based on his moral motivation.
Temporary doping, which the question does not solve in depth, but “returns to the senses,” is generally the necessary basic competence of any middle manager, much less a professional manager.
To do this, the manager needs to at least know what moral motives his employees have. As a maximum, to be able to use it correctly, engaging both positive and negative incentives in communicating with them.
Some managers believe that it’s enough for an employee to say “you can do it, I believe in you” and in some magical way the subordinate will have an inner desire to move mountains. In units of cases, yes.
I emphasize, in single situations. These are employees who have a moral motivation “relationship with management”.
But what about such moral motivations as “recognition”, “achievements”, “career”, “cooperation” (collective), “responsibility”, “content of work”, etc.? But what about such internal motives as “influence”, “self-realization”, “self-affirmation”, etc.?
They are all different for all employees, but the manager, having chosen the preferred single exposure stereotype, uses one pill for all types of ailments. For example, in the sales department, people most often work with “achievement” motivation, for whom the trigger will be motivation through provocation “weak”, and the manager instead says “I believe in you” … He himself believes in himself … And despite the fact that a manager is an authority for him will not be such a motivating impulse for such an employee.
Informal leaders are often driven by the “recognition” motivation and the phrase “who if not you?”, Etc., will prove to be effective for him. A performer who is not accustomed to take initiatives is not rarely important for stability and a good attitude of the team towards him, “everyone believes in you, do not let them down” will be exactly that inspiring word. But these are very generalized criteria, just examples. A competent manager is obliged to carefully study the moral motivations of his employees, no matter what method he chooses from the existing ones, the main thing is that this managerial area of activity will be carried out correctly.
One of the most popular and “proven over the years” researchers motivation is A. Maslow. According to his theory of motivation – “Maslow’s Pyramid” – there is a clear hierarchical chain of needs, in which 2 factors must be taken into account:
1. Consistency. A person does not begin to feel the need for a higher level, if he did not satisfy the “urgent” ones that exist now.
2. Cyclicity. A person can meet the needs of all levels of Maslow’s pyramid, from basic to the highest, and return again to the basic, but of a completely different scale and quality.
1. Physiology: sleep, sex, food, water, heat, etc.
2. Security: family, home, car, stable work, stable income
3. Socium: environment, friends, belonging to a certain social group, participation in something
4. The demand for: recognition of colleagues, friends, competitors, the importance of respect and the presence of status in a particular context or group of people
5. Self-expression: self-realization, the desire to realize their potential, to promote and help others
Those. a hungry person will not be inspired by the prospect that he will be a respected person. He wants to make money. And this will be his main motive for action.
For example, an employee who has an open question with a loan will not be affected by the words of the manager that he will become “a leader in his business and everyone will be equal to him.” This employee has no need for respect and recognition. It is important for him to repay the loan and close the security issue. Only then will he think about the team, and only then about his role in the team. And if you say to him “you are a good specialist, you have been working for a long time, let’s teach young people” for him this will not be a motivation, but a factor of de-motivation. After all, they take time from him, which he can use to earn money.
