Fo­cus on man­age­ment

In­sti­tute of Man­age­ment New Zealand

NZ Business - - IMNZ -

the link be­tween mo­ti­va­tion and New Zealand busi­ness. the most job sat­is­fac­tion, David Rock’s re­search shows the prim­i­tive lim­bic area of the brain may sense this un­fa­mil­iar sit­u­a­tion as a threat.

Rock sug­gests ap­peal­ing to other ar­eas of the brain to min­imise the threat re­sponse. For ex­am­ple, use en­cour­age­ment to in­crease their sense of sta­tus, e.g., “You have good ideas, so let’s ex­plore th­ese rather than fo­cus on mine”. At the sim­plest level, ex­pect a de­fen­sive re­sponse and ap­peal to your team mem­ber’s strengths.

Watch out for their words that say `yes’ while their body lan­guage says `no.’ Lead with a re­source­ful con­ver­sa­tion with open and pos­i­tive body lan­guage, shar­ing an open de­sire to de­velop a sense of shared un­der­stand­ing. When your team mem­ber feels un­der­stood, they feel safe to vol­un­teer their own ideas.

If I had un­der­stood that my elec­tri­cian team mem­ber didn’t like ef­fi­ciency, I could have found out that he was driven by the sta­tus of achiev­ing a high qual­ity prod­uct. By this time he was al­ready de­mo­ti­vated, which took time to re-build his trust. Even­tu­ally his ef­fi­ciency im­proved, and his work gained pub­li­ca­tion from a global in­dus­try mag­a­zine as best prac­tice with new tech­nol­ogy. This ex­pe­ri­ence in­flu­enced my ap­proach in un­cov­er­ing team mo­ti­va­tion early; ask and lis­ten.

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