The Three Factors Of Leadership Motivation

Written by Brent Filson

========================================Three Factors Of Leadership Motivation by Brent Filson

Leaders do nothing more important than get results. But you can't get results by yourself. You need others to help you do it. Andrepparttar best way to have other people get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstruerepparttar 119515 concept and applications of motivation.

To understand motivation and apply it daily, let's understand its three critical factors. Know these factors and put them into action to greatly enhance your abilities to lead for results. 1. MOTIVATION IS PHYSICAL ACTION. "Motivation" has common roots with "motor," "momentum," "motion," "mobile," etc. all words that denote movement, physical action. An essential feature of motivation is physical action. Motivation isn't about what people think or feel but what they physically do. When motivating people to get results, challenge them to take those actions that will realize those results.

I counsel leaders who must motivate individuals and teams to get results not to deliver presentations but "leadership talks." Presentations communicate information.. But when you want to motivate people, you must do more than simply communicate information. You must have them believe in you and take action to follow you. A key outcome of every leadership talk must be physical action, physical action that leads to results.

For instance, I worked withrepparttar 119516 newly-appointed director of a large marketing department who wantedrepparttar 119517 department to achieve sizable increases inrepparttar 119518 results. However,repparttar 119519 employees were a demoralized bunch who had been clocking tons of overtime under her predecessor and were feeling angry that their efforts were not being recognized by senior management.

She could have tried to order them to getrepparttar 119520 increased results. Many leaders do that. But order-leadership founders in today's highly competitive, rapidly changing markets. Organizations are far more competitive when their employees instead of being ordered to go from point A to point B want to go from point A to point B. So I suggested that she take a first step in gettingrepparttar 119521 employees to increase results by motivating those employees to want to increase results. They would "want to" when they began to believe in her leadership. Andrepparttar 119522 first step in enlisting that belief was for her to give a number of leadership talks torepparttar 119523 employees.

One of her first talks that she planned was torepparttar 119524 department employees inrepparttar 119525 company's auditorium.

She told me, "I want them to know that I appreciaterepparttar 119526 work they are doing and that I believe that they can getrepparttar 119527 results I'm asking of them. I want them to feel good about themselves."

"Believing is not enough," I said. "Feeling good is not enough. Motivation must take place. Physical action must take place. Don't giverepparttar 119528 talk until you know what precise action you are going to have happen."

She gotrepparttar 119529 idea of havingrepparttar 119530 CEO come intorepparttar 119531 room afterrepparttar 119532 talk, shake each employee's hand, and tell each how much he appreciated their hard work physical action. She didn't stop there. Afterrepparttar 119533 CEO left, she challenged each employee to write down on a piece of paper three specific things that they needed from her to help them getrepparttar 119534 increases in results and then hand those pieces of paper to her personally physical action. Mind you, that leadership talk wasn't magic dust sprinkled onrepparttar 119535 employees to instantly motivate them. (To turnrepparttar 119536 department around so that it began achieving sizable increases in results, she had to give many leadership talks inrepparttar 119537 weeks and months ahead.) But it was a beginning. Most importantly, it wasrepparttar 119538 right beginning.

Leading from the Inside Out: The Power of Deep Blue Leadership

Written by James K. Hazy, Ed.D., Founder & CEO, Leadership Science LLC

One ofrepparttar most profound and difficult aspects of leadership is instilling in individuals deeply held, and yet generally shared principles to motivate a common purpose. Leading by influencing one's sense of identity and purpose is both powerful and mysterious. Likerepparttar 119514 deep blue sea, it is also a source of energy and diversity. In this first of twelve articles exploringrepparttar 119515 spectrum of leadership influence, I addressrepparttar 119516 question: what exactly is deep blue leadership?

The Story Part 1: The Conundrum When Lynn,repparttar 119517 long time leader of a growing organization, drove intorepparttar 119518 office parking lot at 7:41am, something didn't seem right. He had arrived home laterepparttar 119519 night before after an extended overseas trip. He was still experiencing jet lag butrepparttar 119520 parking lot seemed empty to him when compared to six months earlier. He remembered feeling that things were going well then, that everyone seemed motivated, excited and happy. They came in early and stayed late. They were genuinely happy to be back each morning and cheerful when greeting co-workers. The pace of action was quick and efficient. Now, in contrast, people seemed to be dragging. They were just doing their jobs. Morale, it seems, had sagged. As he parked and walked, he made a mental note: "Our leadership activity needs a shot inrepparttar 119521 arm," he thought.

Analysis and Perspective In his leadership role, Lynn was appropriately, if informally, monitoring a leading indicator of performance when he notedrepparttar 119522 waning level of engagement byrepparttar 119523 organization's members. He appropriately hypothesized that this decline was related to a reduced "velocity" of leadership acrossrepparttar 119524 organization,repparttar 119525 amount of time spent on leadership activities. Because reduced engagement and intrinsic motivation are expected outcomes of a decline in a specific type of leadership influence, called deep blue leadership influence, he realized that he needed to initiate programs to reenergize this type of leadership inrepparttar 119526 organization.

Lynn's experience and training had taught him that three steps were required: first gather information aboutrepparttar 119527 current situation and diagnoserepparttar 119528 issues; second, initiate specific leadership activities designed to shore-uprepparttar 119529 deeply held, social identity ofrepparttar 119530 team members with respect to his organization,repparttar 119531 sense of purpose that provides intrinsic motivation; and third, institutionalize change by integrating these initiatives intorepparttar 119532 organization's culture.

Lynn realized this would not be easy. His leadership teams must find ways to influence members' deeply held sense of identity, toward an organizationally appropriate collective purpose. This sense of purpose, identity and vision would providerepparttar 119533 intrinsic motivation to increase engagement, quicken everyone's pace and fillrepparttar 119534 parking lot.

Case Study Examples Many organizations face periods where weariness or ennui sets in, where motivation drops. Up and down cycles naturally occur in individuals, even Lynn was dragging that morning, but when reduced motivation occurs broadly acrossrepparttar 119535 organization, leadership intervention is required. Otherwise,repparttar 119536 culture itself may change permanently.

When Lucent Technologies was preparing to spin-out from AT&T,repparttar 119537 employees felt discarded. Their identities were injured, their motivation low. Although CEO Henry Schacht didn't have a name for it atrepparttar 119538 time, he knew that deep blue leadership influence was needed.

He began with an intense data gathering effort and a thoughtful assessment and diagnosis ofrepparttar 119539 situation. This was followed by an organization wide identity creating effort that used as many people as practical to develop a shared vision forrepparttar 119540 IPO "road show". Over and over he and his team communicatedrepparttar 119541 essence of their collective experience usingrepparttar 119542 theme "the opportunity of a lifetime." They were careful to hone their vision statement in a cascading effort that energizedrepparttar 119543 organization.

In a matter of a few months, Lucent employees went from being crushed to being enthusiastic leaders in their own right. Their motivation soared and pushedrepparttar 119544 organization to a successful IPO and years of strong growth1.

* * * When Steve Jobs returned to Apple after many years, he found a demoralized team and a shattered identity. Apple had lostrepparttar 119545 desktop wars. Collective identity was shattered. There was no vision to motivate people.

Like Schacht, Jobs also recognizedrepparttar 119546 need for deep blue leadership. At Apple, deep blue influence was signaled through an advertising program, "think different." This was aimed as much at employees, Jobs says, as customers. The idea was to reawakenrepparttar 119547 strong identity and purpose that had made Apple a successful innovator inrepparttar 119548 past. Apple needed to recapture its identity and its vision: to buildrepparttar 119549 most innovative product possible. To do this, people had to "think different," not just building "the same old, same old".

Cont'd on page 2 ==> © 2005
Terms of Use