Bus 610 – Motivational ProblemsEssay Preview: Bus 610 – Motivational ProblemsReport this essayMotivational ProblemsElida shepherdBUS 610On-Line ClassProfessorKathryn King-Metters08 -01-2011Motivational ProblemsMotivational problems are going to be faced every day during ones leadership career. There are many ways to solve a motivational problem and, depending on how we view the problems, determines how we are going to find solutions. Learning how to motivate ones employees is not easy, especially if those employees are having problems with the company or other employees.
Like Kathryn King-Metters mentioned in her suggestions on how to became a better problem solver during an employees review, one must:“As managers, create a separate folder for each of your employees. When they do anything noteworthy (good or bad), write a quick note, date it, and drop it into their folder. When the year-end review comes up, youll be hard pressed, quite often, to remember all the good things the employee has accomplished over the previous year. Same goes for a major blunder on their part, not taking responsibility, dropping the ball on a project, etc.”
As leaders, one needs to identify the different problems that the company employees are encountering and determine what the best solutions are for each of those problems. Becoming a good motivational manager gets harder every day. However, developing a good strategy to get the appropriate and successful conclusion, giving the employee the right worlds to increase their job performance perspectives, and getting the leader to achieve the result to benefit both employee and organization, is even a bigger challenge to accomplish.
“Behavior change is rarely a discrete, single event. During the past decade, behavior change has come to be understood as a process of identifiable stages through which people pass (Zimmerman et al., 2000). The Stages of Change model describes five stages of readiness pre-contemplation, contemplation, preparation, action, and maintenance – and provides a framework for understanding behavior change (DiClemente and Prochaska, 1998).”
Adapted from DiClemente and Prochaska, 1998The leader needs to first identify the problem and then find the right motivation for that individual and the issues that he/she are facing in the organization. Todays leaders are better at how to confront this motivational problem solving; this is not something that is new to the organizations culture. On the contrary, leaders confront these motivational problems from generation to generations. It is very important to distinguish the individual cultures and personalities to solve problems and motivate the employee to become a better person. There is one book that I refer to a lot because it has helped me out tremendously during my leadership years; that book is “The Color Code.” On page 27 of “The Color Code” we read:
Many of the organizations that I used to work in today are just as successful “ ”. The problem, is that some organizations have not tried to start from scratch while others, still in business, are using various strategies to create and use the organizations solutions to their problems. Some things in their strategy to build in the organization, they’re using this as a stepping stone to getting into the new business world in the near future. This book gives some of these strategies to better get into the new business world. And then if you read a couple of pages and write up a few of the techniques that work well on the ground and on testbeds, you see how they work. Even though most of the ideas for a solution to the problem were not specific to the same problem, each of these solutions was designed to work, as I found during my years that helped me out tremendously.
As the leader says before, any good organization will not have success without a group of people who meet in person at the start, as some people would say. However, I did find when I was growing up and running a small, conservative company, it was a lot less common than being the leader. I found myself constantly asking questions like “Is there a difference in style between the leadership and the group of people at the beginning of a project?” or “What is more important than the group of people at the end?” etc. But ultimately, every good leader is unique and he or she gets along just fine; and the same goes for a lack of group mentality. The reason many of the problems that we come across fail is because many leaders don’t have a common sense about the common denominator of the problem and the specific problem areas and they fail to put their own brand of leadership on the issue they’re seeing or seeing on the ground. That’s why I’m telling you the first and only lesson you need to learn from this article and other posts of mine, is to think strategically and develop your own vision and actions with your group (or teams). Many leaders fail because they simply forget to develop a common sense about what is going on in their organization and to get to where they need to go in a successful way. I’ve seen it with the leadership of many organizations. But when you think about it, organizations are not simple people and they can do anything they want. That is not how leaders come to the table, they often just go home and say “I’ve been reading some smart news, let’s go find a job, that type of thing.” Some of those leaders are simply not focused on what’s best for all stakeholders and they’re simply not looking for solutions. They simply just want to solve the problem. Because they never do everything they can they fail the next time. I’ve noticed with the leadership of many organizations that they lack the confidence in their vision in order to make themselves a better leader. But if you get the idea that you don’t think they’re focused on the right problem
“Personality is a code of behavior. Personality is that core of thoughts and feelings inside you that tells you how to conduct yourself. Its a checklist of responses based on strongly geld values and beliefs. It directs your emotional as well as your rational reactions to every life experience. It even determines which type of reaction-emotional or cerebral- youre likely to have in any given situation. Personality is an active process worth each persons heart and mind that dictates how he or she feels, thinks, and behaves.”
Once the leader understands the individuals personality, then the leader can better understand how to improve the workers mentality to be a better employee. The leader can also learn how to motivate the employee without making that individual feel bad. We need knowledge and facts to achieve the goals of motivating the employees during a problem situation. Like it was mentioned by Kathryn King-Metters on her suggestions on how to became a better motivational leader during an employees review:
“You can justify your review more easily, with your management and with the employee, when you base your comments on facts and dates. The more details you can provide, the easier it is to justify giving them the top percentage raise or bonus. ”
As a manager, the individual faces many different types of problems but, if that leader can communicate well with their employees, he/she can also motivate them so that the problems become less stressful at the work place. The book “Dont Sweat The Small Stuff” mentioned something about the way that as humans we react to different situations:
“Many people spend a great deal of energy arguing for their own limitations; “I cant do that,” “I cant help it, Ive always been that way,” “Ill never have a loving relationship,” and thousands of other negative and self-defeating statements. Our minds are powerful instruments. When we decide that something is true or beyond our reach, its very difficult to pierce though this self-created hurdle. When we argue for our position, its nearly impossible.”
Once