Author: Jacob Ahmadzai

A motivated team will perform better than an unmotivated team. Understanding how to motivate your staff can seem like a daunting task.

We cannot expect everyone to be motivated and engaged in the same way we are. With that said, as a manager, you must remember that everyone is watching you. Your influence is important.

Why is it important?

Motivated staff are key to an organisation’s success. The commitment they bring enables increased productivity, efficiency, willingness, discretionary effort, and positive working environments.

A Gallup poll shockingly discovered that only 13% of employees worldwide feel engaged at work. That is roughly one in eight of staff who feel psychologically committed to their work. With that one in eight people who are likely to be making positive contributions to their organisations. 24% are “actively disengaged”, meaning they are unhappy and unproductive at work – an attitude that can easily spread quickly to co-workers.

Theories on motivation

 

There are many theories on motivation such as Maslow’s Hierarchy of Needs, Herzberg’s Motivation Hygiene theory and many more. One theory that resonates with many is Daniel Pink’s concept in his book “Drive.” He argued that extrinsic motivators and rewards only increase productivity in straightforward tasks and in some circumstances inhibit creativity. Intrinsic motivators, he said, are far more effective. Pink suggests that you need to focus on three key elements to allow people in a modern workplace to flourish – they are: Autonomy, Mastery and Purpose.

 

How a manager can motivate

As well as employing Daniel Pink’s and other’s ideas on motivation, here are some easy and quick wins to motivate your people:

• • Asking what motivates them and providing what they need
  • Providing a well-deserved and tailored “thank you” (which is also completely cost free)
  • Asking for input from your employees
  • Showing appreciation
  • Providing actionable feedback
  • Setting goals and celebrating milestones
  • Being positive
  • Providing development opportunities
  • Communicating honestly and frequently
  • Showing respect
  • Actively listening
  • Creating a positive and enjoyable workplace environment
  • Being approachable

In conclusion

We work with people; they are not resources. Taking a human-centred approach to employees and showing them that you value them and recognise their contributions, goes a very long way to increased motivation for your most valuable asset.

A team won’t always begin fully formed, functional and able to work effectively as a unit.

Managers need to understand that there are phases to building a team and how to manage each phase.

Team Effectiveness

There are several factors which influence a team’s effectiveness. Understanding the stages teams go through is a valuable insight for managers, especially for those new into the role. Our Introduction to Management course examines psychologist Bruce Tuckman’s theory on stages of team development. More importantly, it explains what a manager can do to enhance productivity, efficiency and ultimately profitability of their team – and how to get there faster.

 

Tuckman suggested teams go through five clearly defined stages, “Forming”, “Storming”, “Norming”, “Performing” and finally “Mourning/Adjourning”. Let’s look at these in more detail, how you can recognise each stage and what you can do during each one to assist your team.

 

Forming

In the beginning, when a new team forms, individuals may be unsure of the team’s purpose, how they fit in, and whether they’ll work well with one another. They may be anxious, curious, or excited to get going. However they feel, they’ll be looking to the team leader for direction. This may take some time, as people get to know their new colleagues and one another’s ways of working.

During this stage a manager may need to be more directive, should give clear roles, be positive and praise.

Storming

People start to push against the boundaries. Conflict or friction can also arise between team members as their true characters and their preferred ways of working surface and clash with other people’s. At this stage team members may challenge your authority or management style, or even the team’s mission. Left unchecked, this can lead to face-to-face confrontations or simmering tensions.

During this stage a manager will need to be assertive and clear in their communication, they will need to actively manage any conflict and also look after themselves.

Norming

People start to resolve their differences, appreciate one another’s strengths, and respect your authority as a leader. Now that they know one another better, your team members will feel more comfortable asking for help and offering constructive feedback. They’ll share a stronger commitment to the team’s goals, and they should make good progress towards it.

At this stage a manager can take a step back, start to delegate more and provide any support.

Performing

Consensus and cooperation have been well-established, and the team is mature, organised, and well-functioning. There is a clear and stable structure, and members are committed to the team’s mission. Problems and conflicts are dealt with constructively. The team is focused on problem solving and meeting team goals.

At this point managers can begin to let the team lead themselves and direct their own focus towards individuals and strategic thinking.

 

 

Mourning/Adjourning

Many teams reach this stage naturally. For example, projects come to an end, or permanent teams are disbanded, and people redeployed. People who like routine, or who have developed close working relationships with colleagues, may find this time difficult.

A manager at this point must acknowledge this stage and also celebrate group and individual successes and contributions.

 Summary

It is useful to know that teams may go back and forth in stages, if a new member joins the team they may return to the forming stage, if your business changes direction you may need to help the team return to the performing stage. However, knowledge is power, so an understanding of this theory is particularly beneficial for those leading any team.