It's not going to come as a big surprise to you that we are all motivated in different ways which is one of the biggest challenges for Leaders when it comes to offering performance incentives. Getting your strategies wrong can lead to losing key people and the added cost of replacing them.

I was feeding back some motivational maps a few weeks ago and the conversation was around their role in the organisation and how they contributed. The message coming down from above was all about the financial success of the business which is important but the message wasn't motivating the team because they weren't motivated by money. However they were motivated by security which a financially successful organisation gave them but unfortunately that message wasn't landing. Just changing the language to include a mention of the stability of the organisation would have had greater impact down the line.

We all tend to offer incentives that appeal to ourselves, I was as guilty as anyone of this...

When I joined my Family Business it started out as great fun, the business was growing fast and to keep pace with the changes in the business we had to be creative and push some boundaries. I particularly liked to problem solve and got stuck in and take charge whenever there was something that needed sorting out, it was when I most enjoyed my work.

As time went by I was trusted more and more to take a problem area of the business and come up with a solution that worked for the business. Inevitably this then lead to more responsibility for the day to day running of the business because my actions indicated I wanted to take charge. This continued until one day I ended up in the position that I was making the majority of the decisions.

For a while this wasn’t a problem, it felt daunting but anything that is new generally does until you get used to it. I invested in some training and support which gave me new skills that helped me understand my role better but I wasn’t...

If your mindset is they work for me then I think you could be making your life easier by turning that upside down.

By starting by asking what can I do for my team you are taking the pressure off and you are more likely to get back what you want as a result

Download your free checklist to use everyday to keep on track 

https://www.thereluctantleader.academy/quick-start-guide

Everyone wants it, apparently, but what does giving freedom and autonomy mean?

For me its a step by step process, give some, see how it works and then review.

What experience have you had with giving a bit of freedom in how something is done?

Download your free checklist to use everyday to keep on track 

https://www.thereluctantleader.academy/quick-start-guide

Whether you’re the appraiser or appraisee the process can often be stressful and not lead to a useful outcome.

Putting the focus on motivation by using Motivational Maps can transform the process for both parties.

For appraisee they can use their Map to focus on what they  need from their role by using the included strategies and action plan. 

The appraiser can then focus on what they need to do to support and motivate the appraisee

Download your free checklist to use everyday to keep on track 

https://www.thereluctantleader.academy/quick-start-guide

Leadership is about getting others to follow

If you’re not sharing your vision your team won’t be bought in and could be confused about what is going on.

Communicate your vision often, notice when you’re making progress and feedback to your team often

Download your free checklist to use everyday to keep on track 

https://www.thereluctantleader.academy/quick-start-guide

If you want others to follow you don’t forget that we connect mostly on an emotional level, the same goes for marketing, so don't go straight to the logic. 

https://www.thereluctantleader.academy/quick-start-guide