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MOTIVATE YOUR TEAM  (Part of the Organise Phase)

There are any number of ways to motivate your team; encouraging them to take up the new way of working or implement the desired change. Different people will respond to encouragement and rewards, others respond better to coercion or rules. All motivational strategies address one or more core values of the person.

We've all heard about 'values-based leadership' or 'setting organisational values'. These context and content values are not core values. The Sandar handout on values talks about these differences.

Motivation and values

Values are the essence of who we are as human beings. Our values get us out of bed every morning, help us select the work we do, the company we keep, the relationships we build; and, ultimately, the groups and organisations we lead. Our values influence every decision and move we make, even to the point of how we choose to make our decisions.

People are motivated by different core values. Some respond to reward or power, whilst others find loyalty and rules most important; others respond best to teamwork, belonging or helping others. Recognising these motivational core values is key to increasing morale, productivity and employee retention. Knowing a team member’s core motivators also allows you to work with your team to get buy-in to the changes.

PODS Compass

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You would recognise typical workplace motivators in these core values:
  • Recognition for achievement (bonus or award certificates)
  • Provision of training through interest in the job or industry
  • Extra professional responsibility (development opportunities)
  • Being part of a team with the associated friendships and camaraderie
  • Promotion with extra responsibility (additional authority and status)
  • Career advancement (personal mastery)
  • Equal compliance with the rules or procedures (fairness and loyalty)
  • Social activities with colleagues after work
As change leaders, we can have the greatest impact by working with our team member's values. It's more difficult than working to correct or manage individual behaviours, but it has a much greater impact for the effort and time taken. Values influence workplace performance (that is, the results that a person achieves). In the diagram below you can see the relationships between results and values. A team member’s core values will often explain their individual behaviours in the workplace, as well as their underlying perceptions and beliefs. A team member’s state of mind controls their behaviours and the results that they achieve. Engaging your team through their core values is often a faster way to a successful change. Working with values has a huge multiplier effect, affecting hundreds, if not thousands of behaviours.

Motivation and Values Chain

When preparing your people for change, assessing their: state of mind, their core values, and the beliefs that influence it, will help you to influence their behaviours. You will also be in a better position to communicate, motivate and coach team members more effectively. Core values differ from the organisational values that help guide us in determining what is important in our business dealings.

As a leader, there is a far greater impact if you are able to visibly lead from your values, displaying those values that you believe in and that represent your character.

Living your values is one of the most powerful tools to lead, influence and motivate others. A worthwhile reference is: Harry M. Jansen Kraemer Jr., From Values to Action: The Four Principles of Values-Based Leadership, Jossey-Bass, April 2011.

Understanding your team member’s personal core values will give you an insight into what makes them tick. Set goals based on the values of your team members.

   ● Context and Content Values (98kB download)
   ● Core Motivational Values Chart (47kB download) 
   ● Empathy in Change Leaders (118kB download) 

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