Each direct report is a different being that has different goals and motivations for achieving their goals on their own timelines. I try to recognize their differences and provide assignments towards achieving their goals that may stretch their abilities and comfort zones just a little. The main motivator is to please themselves.
ask the empployee what there interests are and leverage them towards the work enviorment.
I think company culture and past successes are the biggest "real" motivators. Providing a path to promotion but no examples has been a dampener for our company. The good ole boy system is a real headwind to overcome.
I agree that creating development plans should be a collaborative approach and customized to what the report sees as attainable.
You motivation approach needs to be personlized to each team member you are working with. As much as you can you have to know what makes that person tick. Support and respect are always your base key factors.You will need to have a clear understanding if that person responds better to a direct challenge or just a little nudge. You need to as personal and caring as possible while still maitaining that fine seperation line of protcol between supervisor sand employee.
I don't believe that there is a standard answer. Each employee is motivated in different ways. Some need constant challenge, some may need consistent praise, while others may be motivated by potential repositioning within the organization. There are a multitude of methods to provide motivation and there are numerous career paths. I focus on the individual and their goals when determining how to help them develop.
Hi Larry, thanks for your comments. New and challenging tasks, combined with more responsibility, guidance and identification of resources, are at the cornerstone of employee coaching and empowerment.
Jay Hollowell
ML129 Facilitator
Talking to employee's about company career opportunities and where I have been to where am at today gives my team insight on what is real and what is not real. I find that assigning employees with new tasks that will challenge and build on their current strengths is a great way of moving an employee forward and not backwards.
