There are many motivational models that appeal because of their applicability to the real world. None more so than Victor Vroom’s Expectancy Theory

His theory assumes that all our behaviour comes from choices among alternatives whose purpose it is to maximise pleasure and minimise pain. He suggested that the relationship between people’s behavior at work and their goals was not as clear cut as others had imagined. He realised that an employee’s performance is based on individuals factors such as personality, skills, knowledge, experience and abilities.

The theory states that people have different sets of goals and can be motivated if they believe that:

– There is a positive correlation between efforts and performance,
– Favorable performance will result in a desirable reward,
– The reward will satisfy an important need,
– The desire to satisfy the need is strong enough to make the effort worthwhile.

This will only occur, Vroom states, if the following belief systems operate:

1. People actually want the reward, so managers must identify the value structures of their employees

2. People expect that they can attain the reward

3. The reality of the reward. Managers must ensure the promised rewards are carried through

Vroom suggested that an employee’s beliefs about these things interact psychologically to create a motivational force such that the employee acts in ways that bring about the conditions for the reward to actual come about. He stated that people will be driven and motivated by how much they want the reward on offer, the chances of them actually achieving the reward and whether the expectation of them receiving is is high.

This formula can be used to predict whether someone will actually be motivated to achieve goals set by management. And it answers the question why some people are more motivated than others; they simply want the rewards more than others.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

How many times has one of your team mates said ‘I just can’t do this task!’? Have you often come back with ‘Of course you can’, or ‘Just try harder!’

Did it work? Most often, not. Why? Because most people will be able to justify any statement they make, and they habitually fall back into this negative state.

What’s interesting about how we communicate with each other is that our questions force our brains to find answers, even if they are impossible to find. So the quality of your questions will determine what and how a person thinks.

Take the previous example. If the person says ‘I just can’t do this task’, then ask them ‘what would it be like if you could?’ Their brain goes into autopilot to answer the question, and that means they are in a much more resourceful state to answer. They focus on the answer without even trying.

Of course, you need to build rapport first. And the best way to do that is to agree with their original statement, and then open up the question.

It goes something like this. They say ‘I just can’t do this task’. You reply, ‘Yes, it’s impossible, isn’t it. But what would happen if you could? What would it be like?”

Your initial agreement with them sets you up to lead them along to your next question. And because the brain is set up to answer questions, asking ‘what would it be like if you could?’ generates a different thinking mechanism, and helps the person approach the problem from a different perspective.

It may help them to find unique solutions as they approach it more positively.

“What if I could? Well, I’d be able to get more done, more quickly and with better results”

So, what we have to find is a way to get it done. And by approaching it from that more positive angle, the person feels more motivated to find the answers.

Create more motivation through better questions and you’ll get improved results, as your team members begin thinking through ideas for themselves. That can only be a good thing!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

With the economy seemingly picking up of late, many companies are telling us that they have started taking on staff again, albeit slowly and intermittently. Many managers are not practiced in interview skills, so it may be good to reacquaint yourself with some ideas if you are about to embark on a recruitment drive, or simply thinking of taking on another person:

• Lay the foundations effectively. You’ll present a poor image of your company and yourself if you approach an interview unprepared. Know the purpose of the session, familiarise yourself with all relevant materials and prepare a set of questions in advance.

• Focus on your objectives. Know what you are trying to achieve and focus on what information you need, so you can prepare your questions and mindset.

• Remember that most people make up their mind on a candidate in the first four minutes. Resist the temptation to do that every time, as there may be something coming up later in the conversation that you’d miss if you aren’t careful.

• Remember, too, that an average candidate who follows a few poor ones may seem particularly good.

• Sell the positive aspects of your company and department to the interviewee, as well as seeing how they sell themselves to you. You might end up offering the job to someone who turns you down because they don’t see the benefits of working for you.

• Beware of the legal issues that always have the habit of coming back and biting you. Get up to speed on the latest employment law changes in respect of what you can and can’t ask. If you haven’t interviewed for some time, you may just drop in that inappropriate question.

• Take note of important points the interviewee brings up. You can use them later to justify your decision to employ them or not.

• If they are going to become a new team member of an existing team, consider if it would be worthwhile having some selected candidates spend a while with the team, to see how their possible colleagues rate them. If existing team members feel they have had a part to play in the new person’s employment, they are more likely to greet them into the team more effectively. Similarly, if they don’t feel the candidate will fit in, they can let you know before you make a mistake.

• After the interview, review and elaborate on your notes, record facts and review the data you’ve gathered. Complete these notes before interviewing anyone else, so you don’t get confused or mix up your thoughts between two or more candidates.

With adequate preparation, there’s no reason why you shouldn’t successfully recruit new personnel even though you’ve been out of practice for some time. And remember: the interview process should fill only a supporting role in your company’s selection criteria.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

One of the most popular sections of our management open courses is the discussion on managing conflict in the workplace. Everyone, it seems, has to cope with situations where factions, differences of opinion, or worse, occur between two or more people.

Our trainers often ask what proactive measures managers put into place to avoid conflict happening in the first place, and very often they’re met with glazed expressions and silence.

Many managers feel this is something that can only be dealt with after it occurs. After all, why would you put something into place to deal with events that aren’t happening?

But putting measures into place that can avoid conflict in the first place is not only sound practice, but relationship-building as well.

Let’s look at some ideas that will help you avoid conflict in the workplace:

• Keep your team involved and informed. Keeping information back can cause rumour and worry, the first stages of possible conflict. Misinterpretation of situations can result in accusations, blame and personal attacks. Keep the communication lines open to avoid this

• Resist becoming involved in conflict-generating games that people play. Think before judging others in public. Don’t make personal attacks on people behind their backs. Your example will be looked upon by others as something to follow, and it may cause conflict to be raised when there shouldn’t have been any

• Be cautious with any criticism you offer. Check before you over-react to situations and fact-find before making any decisions. Did you mishear or misunderstand? Check it out first

• Support staff rather than criticise them. The way you deal with potentially conflict-building situations could determine whether they cool down or heat up

• Tolerate others’ opinions and values. Although difficult, it may be better to view others as simply being human, and admit their ideas are different to yours. Always trying to prove yourself right may not be in the long-term interests of all concerned

• If there is a difference in opinion or misunderstanding, get each party to state their positions and get everyone to understand those positions before making themselves heard. This is part of Stephen Covey’s fifth effective habit out of the seven he wrote about (The Seven Habits of Highly Effective People: Simon & Shuster Ltd). The situation becomes less emotional, as both people have to think and listen, using different parts of their brain. The more rational people become, the less likely they are accelerate towards conflict

These proactive ideas may help you identify situations where you can avoid conflict rather than have to deal with it.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

What day do you find it hardest to get up and out of bed in the morning? Most people would say it’s the first day of their working week, after the weekend.

In fact, according to Tokyo Women’s Medical University, most heart attacks happen on the first morning of the working week, between 4am and 10am. Why? Because many people see only the pain of restarting something they wish they didn’t have to do, and hence cause themselves a lot more stress than usual.

But it doesn’t have to be that way. How can you motivate yourself on a Monday morning every week? What can you do to plan effectively if you have trouble with this well-known phenomenon?

• Tidy up your work area at the end of the working week. If you arrive at work after the weekend to find last week’s work still there, it can cause more stress.

• Finish as many jobs as possible before you leave for the weekend. Then these tasks aren’t unconsciously hanging over you over the weekend.

• Set a new goal for the working week. This will help you start the new week running instead of moping.

• Try some exercise on Monday morning. It will get the blood and oxygen coursing and help you think more efficiently.

• See if you can get up 30-60 minutes earlier than normal, and spend those extra minutes boosting yourself before starting out for the week.

• Avoid massive tasks on Monday mornings. See if you can spread them out through the week

• Listen to upbeat music on your way in to work. It can do wonders for your mood.

• Listen to motivational CDs or MP3s. These will help brighten the commute as well.

• Vary your activities so they are spread over the week. Schedule something enjoyable for each day of the week, even if it’s only for a few minutes. This way, you look forward to some things throughout the whole week.

• Set the example for your team to follow on the first day of the week. If enthusiastic team members see you down, they may feel they have to follow your example

These may not chase away the blues every time, but at least they help you to be proactive and choose your mood when you get to work. But be warned: be prepared for others to ask what you were up to at the weekend!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Manager Training

Click below for a:
Free email course “Improve your Management Skills”