Dwight D. Eisenhower once described leadership as ‘the art of getting someone else to do something you want because he wants to do it’. While we’re talking about American generals, how about George Patton’s belief that ‘You don’t tell people how to do things, you tell them what you want doing and let them surprise you with the results’. What managers understand is that people are motivated by their own needs, expectations and interests. But great managers know that people also have overarching values that impact on their motivation to do things. Tap into these values and watch the person perform beyond your wildest expectations.
The entries discussed emphasise three broad approaches that writers on motivation have taken. These are:
- Motivation as a force that satisfies people’s needs.
- Theories that examine how the way in which we treat people either motivates or demotivates them.
- The importance of good communication between managers and staff.
There are similarities as well as some opposing views expressed in the entries. It’s up to you to decide for instance whether Maslow’s progression theory makes more sense than Alderfer’s adaptation theory. Whatever choices you make the theories will help you to connect with staff at a meaningful level. Read the theories and think about their application and, I promise, you will be able to identify everyone you know or ever will know within one or more of the theories.
One thing that is clear from these entries is that words lead to actions. Therefore, whenever you try to motivate someone think carefully about your message and how you are going to communicate. Think also about how the message will be received, interpreted and acted upon by the recipient. Is that the response you want? Remember, there is often a huge difference between the message you think you sent and the one the person receives.