| Motivation is the elusive elixir. Not
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| | employees can often find ways to get more
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| only does it help people do good work,
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| | done with fewer resources if they are
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| and do it faster, but it also helps them
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| | allowed to substitute a more productive
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| feel good about it while they're doing
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| | resource for a more costly one.
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| it. Yet motivation always seems
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| | Unfortunately these "do more with less"
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| temporary, fleeting. We call a meeting,
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| | initiatives often remove tools and
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| bring in a motivational speaker, and fire
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| | resources without permitting for their
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| up the team. Yet, we know it won't
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| | replacement by the necessary cost
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| last.What if we could make it last? What
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| | efficient tools to get the higher
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| if we could make it easy for everyone on
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| | expectations accomplished.When tools
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| your team to stay motivated day in and
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| | don't exist, motivation is at risk.Let's
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| day out, regardless of what was going on
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| | go back to Afghanistan. I'm betting you'd
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| around them? You could expect higher
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| | like some tools, and I'm not talking
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| levels of performance from everyone and
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| | about a shovel or nice power saw. A gun
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| create a team with an unstoppable can-do
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| | would be good for starters. And bullets.
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| attitude.Despite its elusive nature,
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| | While we're making a list, let's add
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| motivation is rather simple to
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| | grenades, two-way radio, Kevlar vest, and
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| understand. Motivation can be defined as
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| | a rocket launcher. Oh, food and a canteen
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| a concerted effort to produce a desired
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| | would be really good. And a map to get us
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| result. So let's think about that for a
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| | back home."Do more with less" rings
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| moment. Why would anyone make a concerted
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| | hollow when the stakes are high, like
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| effort to produce a result?Underlying all
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| | when your life is on the line. Make sure
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| motivation must be a belief that winning
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| | your team has the proper tools to tackle
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| is possible, that the result is
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| | the tasks ahead of them and dispatch them
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| attainable. When people stop believing
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| | productively and with confidence.No
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| that they can win, that they have little
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| | Training? No Can-Do!The third key to
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| chance for success, their efforts
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| | maintaining motivation is skills.
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| directed at achieving that success fade.
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| | Individuals must be trained on the skills
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| However, people can remain motivated day
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| | that allow them to use the tools in the
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| after day when they are playing a game
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| | context of execution of the plan. It's
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| they believe they can win.Motivation can
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| | not enough to have the resources if their
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| be made a permanent part of your
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| | application is left to question.Skills
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| organization's environment when you
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| | training still may not accomplish the
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| provide the three keys that will allow
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| | desired result if it is delivered outside
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| your team members to believe that they
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| | of the context of the plan. A hammer can
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| can win, that they are unstoppable.What's
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| | be used for both driving nails and
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| the Plan?The first key is a strategy. A
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| | pulling them out, and it's important to
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| strategy is a best-guess plan that
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| | know what needs to be accomplished so
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| expedites the accomplishment of desired
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| | that its application supports our desired
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| goals. Motivation depends on having a
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| | outcome.Without skills and training,
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| clear path to accomplishing a desired
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| | motivation will be waning.Forget the
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| result. It's OK if every detail is not in
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| | guns, Kevlar, and rocket launcher for a
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| place and a few variables exist, but the
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| | moment. Let's suppose we drop you into a
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| path to success must not be shrouded in
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| | tank, such as the magnificently
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| fog. However, the plan must be complete
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| | sophisticated Bradley Fighting Vehicle.
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| enough to permit the belief in a
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| | Without training on how to operate it,
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| successful end result.When the plan is in
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| | you'd be a sitting duck. Maybe you could
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| doubt, motivation is ruled out.While
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| | figure out how to operate it, but
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| desire is a powerful motivator, so is
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| | possibly at great danger to yourself.
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| anger. When Osama bin Laden was linked to
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| | What if you loaded the cannon improperly
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| the terrorist attacks of September 11,
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| | and caused a misfire? How far could you
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| 2001, the wrath of angry Americans was
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| | drive without running out of fuel in
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| focused on him. Emotions were high, and
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| | enemy territory?At least the tank is
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| it would have been easy to fill an
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| | firmly planted on solid ground. If put
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| airplane bound for Afghanistan to hunt
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| | behind the controls of an Apache
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| him down.If you were on that plane,
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| | helicopter without adequate training, the
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| imagine how your excitement and
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| | risk to you goes through the roof!
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| motivation would soon fade when you
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| | Without proper training, motivation is
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| learned that the "plan" was to drop you
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| | quickly replaced by frustration and
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| into Afghanistan and let you figure out
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| | fear.The same things happen every day in
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| how to find Osama. Without a clear path
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| | workplaces all around us. People show up
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| for getting past the enemy and finding
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| | to work in the morning without a clear
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| bin Laden, your early determination would
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| | idea of how they contribute to the big
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| soon turn to despair. We all need a plan
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| | picture, and without the tools and
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| that we believe can work.It's Tool
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| | training to get the job done. Deliver the
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| Time!The second key to motivation is
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| | keys of strategy, tools, and skills, and
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| tools. To stay motivated, individuals
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| | your people will understand where they're
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| must believe that they have access to the
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| | going and how they're going to get there.
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| tools they need to execute the plan. No
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| | Those keys will maintain motivation,
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| matter how wonderful the plan, excitement
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| | excitement and enthusiasm by establishing
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| will fade as soon as people discover that
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| | confidence. They assure a successful
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| resources are inadequate to permit
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| | outcome and are reason enough for
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| delivery of the goods.This is the common
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| | employees to stay engaged and fervently
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| de-motivator present in the "do more with
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| | work toward the big, bodacious goal
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| less" admonition. Expectations of
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| | you're ultimately after.With the keys of
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| employees are raised and more is expected
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| | strategy, tools, and skills, making
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| while resources are systematically
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| | motivation stick won't seem so elusive
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| removed. Left to their own cleverness,
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| | after all.
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