冰山动机是一个简单明了的模型,它显示了不同动机如何推动不同类型的性能。它可以帮助管理人员,领导者,父母,教育工作者 - 任何关心激励他人的人 - 考虑如何利用他们的情商来助长持久的动力……而且当人们远程或在变化和挑战时期工作时,这一点尤其重要。
Keep reading to learn more about the ins and outs of motivation and get a FREE worksheet on choosing the right motivators to get the results you want.
What Drives Star Performance?
One of the central challenges of managing and leading is to inspire and engage — to motivate — people to optimal performance.
人们获得工作的报酬,如果他们不满足期望,最终应该失业。但是,在大多数角色中,在大多数组织中,明星表现需要更高的参与度 - 这项承诺超出了薪水。在遥远的情况下,当没有一个“站在你的肩膀上”时,这尤其明显,为什么要工作?这一额外的承诺被称为“酌处权”,因为这是由员工酌情决定的。他们给予额外的原因,因为他们想 - 因为他们喜欢它。真正的领导者能够激发这种感觉。正如联邦快递的创始人弗雷德·史密斯(Fred Smith)所说:“领导层在没有义务的时候让人们为您工作。”
As we consider “motivating employees,” we can divide the work we want to achieve in two basic categories of outcomes:
1: Basic, task-oriented, behavioral work
Showing up on time. Filing required reports. Making the required number of calls. These tend to be prescribed, tactical, and easily measurable.
2:知识和创意工作
This category is more about the质量员工的工作。我们希望他们照顾客户。创新新解决方案。全力以赴。信任并值得信赖。出现并在大流行中尽力而为……即使没有人看着,也要尽力而为。
可以在没有任何特定人类火花的情况下完成基本工作(并且很容易自动化);人们这样做是因为他们需要薪水。但是,当我们想影响知识/创造性工作时,这不仅是我们需要的“行为”,而且是一种质量……心……激情……独特的东西……典型的,交易的胡萝卜和棍子实际上破坏了这种动机。
依靠老式的,交易方法的经理将无法从人身上获得全部价值 - 在艰难的情况下,例如远程工作,绩效会暴跌。
不同的人以及不同的情况需要对动机的更细微和故意的理解。幸运的是,这些都是可衡量的,因此,即使在大流行期间远程工作的情况下,也是如此managers can learn to engage their own and their people’s deeper drivers。
What Actually Drives Behavior?
冰山是这两个类别的有用隐喻。冰山一角是那些可见的,有形的活动。第一类。表面下是不可见的,情感的驱动因素,它们塑造了态度。第二类。这些情感驱动因素会改变工作方式,从而定义员工对客户和同事的影响。在表面上方是可见的。以下是看不见的。以上是行为,下面是驱动行为的驱动。
那么,哪种动机最适合冰山这两个部分?
外在动机与内在动机
除了不同类别的结果外,还有不同种类的动力。管理者可以用来参与性能的不同“杠杆”。这些杠杆有两个基本类别:“外部”和“内在” - 它们对于一种类型的结果或另一种类型而言最有效。以下是每个示例:
Extrinsic Motivators
Live outside the employee (e.g., bonuses, perks, fines, employee of the month).
由首席执行官,经理或组织提供。
易于量化的混凝土。
需要持续的费用(例如,更多的奖金基金)。
增强功率结构(更高的UPS决定并淘汰)。
Intrinsic Motivators
Live inside the employee (e.g., passion, alignment with values, belonging, purpose).
Driven by relationships and organizational climate.
无形,抽象。
No ongoing expense and spread from employee to employee.
Reinforce interdependence (shared responsibility).
虽然我们可以对两种动机进行分类,但考虑频谱更为准确。例如,尽管薪水是外在的,但许多员工正在使用薪水来养家糊口,这可能是内在的。
毫不奇怪,不同种类的动机可以推动各种性能。但是,组织中最危险和最常见的陷阱之一是为所有员工和所有目标使用一种类型的动力。
以典型的激励计划为例。销售人员会获得由管理层设定的特定配额的奖励。在这种情况下,销售人员因进行销售而获得奖励,无论其完成方式如何。许多销售人员喜欢它,销售经理很容易激励“冰山一角”行为。但是,人们很少对销售人员对客户过度宣传的方式感到兴奋。他们是必须回应讨厌的客户评论的人。此外,顶级销售人员通常会离开以寻找更好的薪水机会,因此营业额成本很高。并考虑到这一点:当业务模型发生变化时会发生什么,而销售人员发现自己需要合作?
或者,当工作场所突然变化而员工是WFH时,会发生什么?对交易管理的依赖意味着员工“被迫关心”,因为他们被抓住了……因此,现在他们可以参加缩放会议上的电话会议,而交易经理没有杠杆作用。
Different Motivators for Different Results
We’re starting to see some of the complexities of motivation, and how different factors motivate people in different situations. One of the keys to this puzzle is to match different types of motivators with different types of needs.
Download the graphic to the right for an up close look at what motivators drive what types of outcomes.
如您所见,外在的(“表面上方”)动机在“表面上方”的结果驱动。以及驱动“表面下方”结果的固有(“水线下方”)动机。
What’s critical to remember is that extrinsic levers (top left) do not effectively motivate the deeper outcomes (bottom right). In fact, emphasizing these extrinsic influences can undermine this kind of ‘beneath the surface’ commitment.
For example, if you want your employees to be more trustworthy, it probably isn’t a good idea to set up a financial reward system for employees who tell the truth the most. You may be better off thinking about how you can create a sense of belonging for your employees, like informal gatherings or listening more.
这在偏僻的工作中尤其困难。这就是为什么优秀的经理优先考虑协作,小组项目和建立关系的原因。不是作为附加组件,而是使得出色工作的中心部分。
这并不是说外部动机是无关紧要的,而是说我们需要使用正确的动机来进行预期的结果。
最大的挑战是,由于提供外部胡萝卜非常容易,因此该方法成为默认值。外部因素是可衡量的,具体的,并且可以增强组织中的功率结构,这使得它们对组织系统非常有吸引力。除了一个关键的障碍外,还令人满意:当涉及到互动的心灵时,它们不起作用。
Three Tips for Engaging Intrinsic Motivation
虽然要开发固有的动力是更多的工作,但是如果您想吸引那些“水线下方”的结果,那么这项工作并不是可选的。这是三个提示:
1.发展强大的价值。
Most organizations have a list of values but are they real or are they PR? Do people really live by them?
Recently I was with a group of managers...
最近,我在一群庞大的跨国公司中与一群董事级别的经理在一起,当我询问企业价值观时,他们都吟并嘲笑了使命宣言:他们认为这些价值只是窗口的敷料,而真正的驾驶员是利润。尽管他们喜欢赚钱,但他们对组织没有真正的忠诚。
然而,在同一组织中,当我与高级副总裁交谈时,他们感觉到该组织代表着重要的东西,并且基于100多年的重要,持久的价值观。关于“驾驶结果”的讨论以某种方式使这些价值完全黯然失色。结果是从根本上与组织脱节的重要领导者。
这个差距是否存在于您的公司中?您的组织是否具有对您的人民具有真正意义的价值观?您是在谈论他们,活着,在别人中注意到他们,并在人们违反他们时采取纠正措施?
2. Connect with people.
One of, if not THE, most fundamental intrinsic motivator is belonging. Humans are pack animals, wired to connect.
但是大多数高级领导人都有时间表...
人类是包装动物,因此我们被连接起来。然而,大多数高级领导人的日程安排是双重的几个月,几乎没有机会在人类层面上进行互动。
When was the last time you were “just hanging out” at lunch team members two or three levels below you? When was the last truly honest conversation you had with a colleague where you genuinely listened to her story? How much time are you spending connecting with people outside your team and business unit versus inside? This is not rocket science, but it is just as powerful.
3.不断表达目的。
为什么您的组织存在?它赚钱是为了生存,但是它是用来的呢?
Many of my clients' first reaction is...
If you don’t have a compelling, powerful answer to that question you will not build enduring intrinsic motivation, and the best people will not stay with you – so get a great consultant coach and develop an answer.
If you do have that answer, an answer that is worth fighting for, then tell that story over and over. Everything you do should serve that purpose, and if it doesn’t, change what you do. Every change you make, every message you roll out, should be linked to that purpose. Junior employees will rarely say it out loud, but just know they’re constantly asking, “Why should I give you my all?” Make sure you’ve got a worthwhile answer, and then make sure they hear it.
尽管这项工作具有挑战性,但它具有长期的好处。当您将这些核心驱动力纳入到位时,它们就会成为组织文化的一部分。内在动机持续。但是谁有时间?
与领导者讨论这类工作时,我的许多客户的第一个反应是:“这听起来不错,但我没有时间。”如果您像大多数经理一样,只需完成基本任务,就可以做很多事情。就像您正在跑步机追赶赶上一样。因此,这是一个艰难的事实:除非您在建立内在动力的领导力工作中,否则您的跑步机将越来越快地走。
There is no “right time” to stop chasing and start leading. No one is going to gift you with blocks of uninterrupted time to shift your attention to the “heart of the iceberg.” Yet that’s where the real opportunity lives.
尽管这项工作具有挑战性,但它具有长期的好处。When you get these core drivers in place, they become part of the organizational culture. Intrinsic motivation lasts. But who has time?
与领导者讨论这类工作时,我的许多客户的第一个反应是:“这听起来不错,但我没有时间。”如果您像大多数经理一样,只需完成基本任务,就可以做很多事情。就像您正在跑步机追赶赶上一样。因此,这是一个艰难的事实:除非您在建立内在动力的领导力工作中,否则您的跑步机将越来越快地走。
There is no “right time” to stop chasing and start leading. No one is going to gift you with blocks of uninterrupted time to shift your attention to the “heart of the iceberg.” You have to decide it is important, and carve the time out for yourself. That’s where the real opportunity lives.
Notes:
要进一步阅读此主题,请查看5 tips: Using EQ to Build a High Performing Culture
For even more,学会通过EQPLUS驱动力评估来测量这些驱动程序
This article was updated from a previous version. The “Motivation Iceberg” model is explored in “Motivation from the Inside Out,” a workshop in Six Seconds’Developing Human Performance curriculum。DHP provides 14 essential building blocks for organizational performance in practical, engaging 2-hour workshops that can be used by almost any competent development professional.
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很棒的文章!
完全同意,非常好!
好的文章迈克尔 - 谢谢 - 喜欢这种想法。仅供参考 - 您可能想拼写检查图像 - 一些因拼写错误而丢失的信誉。再次感谢您的努力。
嗨,约翰,谢谢你的注意。该图像的旧版本已意外上传,但现在已修复。如果您想让我发送更新版本,请告诉我。我很乐意。很高兴您喜欢这篇文章!
Excellent post! We will be linking to this particularly great article on our site.
Keep up the great writing.
Thank you! Glad you liked it.
Greath文章,这有助于所有专业经理发展组织中的人。
They know what should do and step by step to leading, and coaching.
Thank you, Andreas! We are glad you found it useful.
很棒的文章,迈克尔。这是一种理解动力的方式。我将为高级管理人员添加一项分析,以分析他们的倒文文化(从顶部开始)。这些价值观或不幸的是缺乏它们,将是员工的主要驱动力和动力。同样,如果谈论价值观,重要的是要知道个人价值观随着员工的年龄,生活阶段和个人状况的变化而变化。
Thank you, Grace. I totally agree about the importance of values in strong leadership and employee motivation. If you’re interested, I wrote this article about the importance of leaders finding and following values://www.texturesrug.com/2017/09/06/the-power-of-knowing-why/。谢谢阅读!
Excellent article Michael, the hard task is to convince senior managers and directors stop reacting to urgent situations and problems that continuously arise because they think they do not have time to do the important things.
是的,正是何塞·路易斯。即使可以说是最重要的工作,即使这是最重要的作品,也很常见的时间不花时间进行这种“表面下方”工作。很高兴您喜欢这篇文章!