Plan for Growth and Renewal
Even though a team member has been selected and initial orientation provided, the task of training has just begun. People – like their attitudes, skills, and interests – are never static. They either grow and develop or stagnate and deteriorate. A person who is productive today will be producing substandard work five years from
now unless regular and continuous learning takes place. This is true for people at every level of the organization.
As a leader of a learning organization, you have the responsibility to provide adequate training for continuous improvement in these areas:
- Knowledge and skills. Every field is changing. New methods, ideologies, and approaches are being developed daily. Be sure training addresses new knowledge and skills.
- Personal effectiveness. Time management, communication, and goal setting are personal effectiveness skills that can be sharpened by appropriate training.
A systematic training program brings several benefits to the organization. Well-trained, knowledgeable people are always available for needed tasks. Morale remains high because people know they are appreciated and considered valuable to the organization. And, individuals become more productive – personally and as a group.
Develop a Motivation Plan
Since motivation depends on individual needs and is developed internally, any effort you make to encourage the development of motivation must be done on an individual basis.
How well do you know the people you count on to get your work done? Could you read the list of names and say with certainty what each person needs to be better satisfied on the job? Resist the temptation to say, “They all want a raise.” Of course, not one in a thousand would turn down a raise, but some employees might be less satisfied after the raise – not better satisfied. To be self-motivated, people must feel worthwhile and productive. A raise is not a motivator when it is awarded merely because the employee has managed to stay on the payroll for another year. Such a raise is seen as a function of the passing of time – not as an indication of individual merit. Use some of these techniques to encourage the development of self-motivation in employees who have a need to feel productive:
- Delegate a task, stating clearly your confidence that the individual can successfully accept this new responsibility.
- Take note of some action demonstrating initiative and express your appreciation for that action.
- Find ways to let the rest of the organization know who is doing a good job; post the name and/or picture of the person on a departmental bulletin board or print an accolade in the monthly newsletter.
- Make it a point to speak personally to those who have been absent as a result of illness or vacation. Tell them how glad you are to see them back and how their presence contributes value to you, the client, and the organization.
- Ask team members for their suggestions about how to solve problems that arise. Even though you cannot use all suggestions, you communicate respect when you ask for suggestions and seriously consider them.
- Learn about the families of your team members. Compliment them on the achievements of their children when you see reports in the newspaper, or inquire about the health of a family member who has been ill.
- Use visual reminders to build pride and cooperation among the members of the team. For example, if you are in sales, hang a poster that tells how many days the team has met or exceeded the sales quota. Whatever the goal is, a way to track progress can be devised which will encourage the development of self-motivation.
LMI Journal
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