Assessment For Motivation

Introduction
Motivation generates success. Therefore we pay attention to motivation. If you are in a leadership role as a manager, chances are you’re preoccupied with how to motivate others.
Can we motivate others? The answer seems to be that we cannot motivate others, but we can create conditions for people to motivate themselves.

What is Motivation?
Motivation, according to the dictionary, is a noun under the word ‘motivate’. If you look up ‘motivate’ you will discover it means “to stir to action; to provide with a motive.” Motive is defined as “impulse that causes one to act in a particular manner.” What is that ‘impulse’ and how do we get it to work for us? Why do some people work harder than other people? Why do some strive for promotions and others reject them? What motivates people?.
Many things influence our behavior and our motivation. Some of those things are: current personal situation, past experiences, present work situation, the reward system, the managerial system, group relationships, the company culture, perception, and personal values. Each of us is motivated by different things at different times.

Motivation Comes from Within
The most important thing to keep in mind about motivation is that we cannot motivate others. Motivation comes from within – people motivate themselves. The only thing a supervisor, a committee chairperson, an instructor, or anyone else can do is to create the condition for people to motivate themselves.

Six Principles for Motivating Others

  1. Positive thoughts motivate. What conditions motivate people? Recall the teacher, friend or parent who motivated you to do wellby telling you that you could succeed. This is an example of our first principle of motivation. Positive thoughts motivate.
  2. Enjoyment motivates. Maybe you can recollect the sheer enjoyment that came from an activity, something you did on your own or with others. You were motivated to succeed and you did. Enjoyment motivates.
  3. Feeling important motivates. Perhaps in a wistful stroll down memory lane your mind harkens back to a time when your opinions were sought. Your ideas were important. People listened to you. Were you motivated? I bet you were! This is an example of our third principle of motivation – Feeling important motivates.
  4. Success motivates. For many people, motivation occurs when they do something well. You feel part of a worthwhile endeavor and you work hard to ensure continued success. This illustrates principle four – Success motivates.
  5. Personal benefits motivates. Another source of motivation is the famous radio station Light FM – what’s in it for me. When employees, course participants, or any people see how they can benefit personally, they become motivated. They tune in, an example of principle five – Personal benefits motivate.
  6. Clarity motivates. Our sixth and last principle of motivation is best understood if you think of a situation in which you were not motivated. Chances are that the task you were to do was unclear. Instructions were ambiguous. Flip this over and we get the sixth principle of motivation – Clarity motivates

What can you do as a leader to create situations that motivates?

There’s nothing earth-shattering in our six principles of motivation. But how do you put them to work? The following table suggests common-sense ways for leaders to use the six principles. What you do in your particular situation will depend on your creativity

Principles of Motivation

What leaders can do to Motivate others

1.Positive thoughts motivate

When the group you lead attains its goals, advertise your success. Thank individuals for the success of the group.

2.Enjoyment motivates

Find out what people like to do and when possible have them do the tasks they enjoy. Demonstrate your pleasure when people and the team succeed. Build in enjoyable social activities for everyone, such as having coffee or lunch together.

3.Feeling Important motivates

Ask people for their opinions. Listen intently to what they say. Consider their thoughts carefully. Give credit when you use somebody’s idea.

4.Success motivates

Set clear, reasonable goals with the group. Make certain that stakeholders help set goals, understand what the goals mean, and agree to them. Thank individuals for successfully contributing to the group.

5.Personal benefits motivate

Identify and state how group members can personally gain from an activity. Monitor and report on success.
 

6.Clarity motivates

Plan your messages, oral and written. Take time to ensure you communicate clearly. Check with others to ensure they understand your messages.

What can everyone do to create situations that motivate?
If you are not in a formal leadership position there is still plenty you can do to heighten motivation among colleagues and fellow participants in a training session. In our increasingly participative workplace, opinions are sought. If you identify what motivates you personally and share your thoughts with an enlightened team leader, committee chairperson, or supervisor, chances are they will respond positively.

Principles of Motivation

What Everyone Can Do to Motivate Others

1.Positive thoughts motivate

Compliment people on their success

2.Enjoyment motivates

Smile. Your enjoyment will be contagious. Demonstrate your pleasure when people and the team succeed. Participate enthusiastically in social activities such as having coffee or lunch together.

3.Feeling important motivates

Ask people for their opinions. Listen intently to what they say. Consider their thoughts carefully. Give credit when you use somebody’s idea. 
                                             

4.Success motivates

Set clear, reasonable goals for yourself and with others. When you attain your goals, advertise your success. Compliment individuals on their contribution to the group.

5.Personal benefits motivate

Identify how you can personally gain from an activity. Kepp these benefits in mind. Evaluate your level of success. If you don’t succeed, determine why – so you will know what to do to succeed next time.

.6.Clarity motivates

Plan your messages, oral and written. Take time to ensure that you communicate clearly. Check with others to ensure that they understand what you say.
 

Personalised Motivation
Each of us has motivational hot spots. We need to this in mind when we try to create situations that motivate others. What motivates you or me may be different from what motivates someone else. If you are motivated by clarity, you might assume that it would motivate someone else. Be careful. Don’t force your motivation preferences on someone else. The safest way is to include all six motivational elements in your undertakings. That way you will connect with everyone’s motivational hot spots.

Different Strokes…
This guide is like a tool box. The tools or ideas you find inside have to be selected – the right one for each situation. You need to learn to use these tools. How? Through structured practice. Set goals. Select techniques. Use them. Assess the results. Determine whether you hit the targets you set. If you missed a target identify why – maybe you should consider changing tools. Give yourself feedback about how well you created conditions to motivate others. Identify what you did well and what you can improve, and map out a plan for improvements. This personal feedback will help you develop motivational techniques that energise apathetic, bored, and unmotivated colleagues, course participants or anyone else.

A final word about your success
We said at the outset that motivation comes from within. People motivate themselves. Since motivation comes from within, supervisors, committee chairpeople, instructors, for that matter all of us, are limited in our power to motivate someone else.

Keep that in mind when measuring your individual success. Using these six principles, you will be able to create conditions to motivate others. It may take time to motivate others. Stick with it. You will succeed. You will personally

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