Motivation is as personal as our finger prints, well almost.
How to motivate your team?
There is one simple step in order to motivate your team.
It is not radical.
It is not rocket science.
But many people forget.
Ask your team members what motivates them, and what de-motivates them. Then see what you can do as the manager to deliver on the former. Set their expectations and be creative in fulfilling their wants.
Then keep asking them, from time to time, to make sure you’re up to date.
Finance for non finance – why is accurate budgeting important?
Lots of reasons.
1. Accurate forecasting in budgets means you know what’s going on. You understand your environment; team, division, organisation, country, so well that you are able to accurate forecast your budgetary needs.
2. Accurate budgeting means you don’t give anyone any surprises, and people like predictability.
3. Trust – it means your manager, directors, or investors can trust what you said would happen, happened.
4. If we’re not accurate, what went wrong? If we didn’t spend enough, why not? Surely that money needed to be spent. If we spent too much, how come? What surprised us?
5. Accuracy means you understand your business.
And there are probably lots of other reasons bedsides these. There is a very strong case for accurate budgeting. If you say you’ll spend x on your plan, then spend it. Don’t fall in to the trap that many managers do, in that not spending it is good, right? Wrong, for all the above reasons and more.
Virtual teamworking training helps teams become more effective
Team working – every team needs rules
What are the key principles for a successful team? One aspect is that every the team needs rules which have to be clearly communicated. Ensure all members of the team understand these and take responsibility for them.
Rules may be too strong a word, boundaries may be better, but whatever the right word for you the principle is the same.
Each team has common themes, but they also have distinct areas they need to get right to succeed. Generalities in team working are useful to a degree but the specifics and boundaries need to be defined and agreed from the outset.
So a project team needs to define success at the start of the project, and the specifics of what will make the project successful needs to be clearly stated.
Teams need to know what is important and part of this is the rules of their team. These boundaries help everyone to know what is expected. With clear rules the team has a better opportunity for success.
The rules might be in the form of timekeeping, language, approach to internal customers, attitude etc. You really get to understand why rules are vital for any team when they are not in place. A team which defines and agrees its own rules is even better, but that’s another story.
A foundation conversation helps to set the ground rules for the working relationship
A foundation conversation is required when you need to give difficult feedback.
Managers will sometimes need to have difficult conversations with one or more of the team. This maybe about performance, behaviours, their attitude, or about passing comments they make. Whatever the reason, giving feedback is made much more difficult if you have not had a foundation conversation.
A foundation conversation establishes the basis for giving feedback, or commenting on performance. It is a conversation between you and one of your team, in the format of a one to one. The subject is how you work together. You won’t discuss the actual work, but how you work. Their expectations of the role, of your role and of what is required. What will happen if performance issues arise. What they need to do if they have any questions. The culture of the team and the organisation.
The conversation establishes how you are going to work together. It creates a foundation on which difficult conversations can be based in the future.
So when you think something needs to be said you both have a reference on which to say it.
Ideally you will have this conversation at the start of your working relationship, but it is more important to have the conversation, even if you’ve been working together for a while.
Team leadership training from ITD is ideal for new and experienced team leaders
Sometimes things need to be said when you manage people
Being a manager is not an easy job. Sometimes difficult conversations need to be had. And they have to be said. Not saying something when it is required is far worse than speaking up. Your choice guides your team on the required and allowed behaviours. Allowing a behaviour which you don’t really think is acceptable sends a signal to the rest of the team.
So a direct message to that team member is crucial. It tells them what is required and tells the rest of the team what is required. And it tells everyone that performance matters and you won’t let it go.
So if you see something that you don’t think is part of what you want your team to be, say something.
Sales management training from ITD has immediate impact
One of the first things the new manager should do
When you’re a new manager your team will want to get an idea of what you’re going to be like. One of the first things they need to see is decisiveness.
Either a situation presents itself, or you create one. They need to see you as being able to make decisions when they need to be made. This may be about interactions with other teams. It may be about the behaviour of one of the team. It may be about a system or process.
Whatever it is they will appreciate clear direction. So when you’re in a new team leader or managerial role demonstrate your decisiveness.
Understanding personality can have huge impact on our success
Our personality awareness training, part of a personal development programme receive excellent feedback this week.
Participants said it excelled their expectations, provided very practical tips. They also said that ideas and tips from the training will be implemented straight away.
The feedback included the idea that they would need to pay more attention to their teams personal work style.
ITD’s work style model proved to be a model, which is easy to understand and simple to apply.
Leadership coaching helps leaders implement their chosen style
Walking the talk is not an option.
A common maxim in management & leadership is that you must walk the talk. That is, don’t just tell people what to do, do it yourself.
This is often explored as a choice. It is not.
Whatever way you walk they will follow. Whatever you do they will take as being the norm, or required behaviour. Positive or negative. You tell them not to be late for meetings, but you’re late for meetings, they will take it that it is in fact ok to get to meeting late. You tell them that you want a positive can do attitude, and then you start looking to blame someone when something bad happens, they will do the same. You stay positive in the face of adversity they will try to emulate this. You arrive in time for every meeting every time, they will follow. It’s up to you.
Whatever way you walk they will follow. If your talk doesn’t match your walk then you will be considered a hypocrite and a poor leader. Your credibility will reduce. They will take what you say with a pinch of salt.
So there is no choice, you have to talk the walk.