When we think about what motivates us in our jobs, it comes down to something we want to achieve – the next big promotion, a pay raise, or the respect of our peers. But what is really behind those things? What do we truly want to accomplish for ourselves? That promotion may really mean job security for some, or a sense of progress for others. The pay raise? Financial security or savings for something big for yourself or your family. And the respect of our peers can stem from our need for approval from others. There is generally an emotional attachment to your goals, and even by setting them in the first place you have taken the first big step toward accomplishing them. Everyone has a goal, including the individuals on your team – all you have to do is ask the right questions.
As often providers think, our solutions are magical, and if people would just take training from us, everything would be okay. While this sounds nice, it couldn't be farther from the truth. While I think my company provides great training, other companies do as well, it begs the question, why do managers still struggle to coach? It comes down to one small detail:
We have a very interesting relationship with work. How often to we hear people say "I have to go to work Monday" as if its a death sentence? What this really means is people are not connected or motivated by what they do.
Use these ideas to help encourage your managers to coach today!
Motivation is such a nebulous and ambiguous concept. Here's why I say that. Many managers and leaders will attempt to motivate employees based on their own values and principles when in fact they often do not know specifically what motivates another person. How do we go about ascertaining what motivates people? Here are three high-level concepts that are from a fantastic book called the Progress Principle by Teresa Amabile:
Gallup organization's research shows that less than 30% of employees are truly engaged. However, it also states that 85% of employees who are engaged have said that they are going to stay with their current employer and are not looking for another job.
Self-development can be a frustrating subject for coaches. Ultimately, the amount of self-development that an employee does is up to them. What employees might not know is that any self-development they do benefits the entire company. Your job as a coach is to inspire employees to pursue self-development. This is where WIFT comes in.
Mary comes into work every day and is motivated, engaged, has a good attitude, and is ready to tackle any project that might come her way.
One question you may ask yourself is, "Why should I coach my employees?" or "Why should my company invest in a coaching culture?"
Coaching your employees to be motivated can be difficult. Motivation comes from within, so its not a surprise when a manager saying, "everyone needs to be more motivated" doesn't help increase motivation at all. Motivation is tricky, not everyone is motivated by the same thing or in the same way, but when everyone is motivated, the results include progress, engagement, and success.
Coaching is not managing. Managing is telling your employees what to do, when to do it, and how to do it. Coaching, on the other hand, is a way for managers to guide employees toward figuring out these answers for themselves. By doing this, employees feel more engaged, motivated and prepared to handle future projects and problems they may have. Employees progress with coaching.
Progress, productivity, sales, income. Every manager would like to see an increase in each of these categories. That increase is directly related to an increase in motivation. When employees are motivated they get more done, and overall they do a better job. Employee motivation is the key to success in the work place.
The purpose of coaching is progress. We coach to help employees progress toward their goals and eventually achieve them. Coaching is the means to a successful end. Progress can be seen in many aspects of an employee and their work. Motivation, attitude, engagement, effort, relationships, etc. all show how an employee is progressing, and each of those aspects is developed by coaching. Progress develops from good coaching techniques. Here are 7 coaching techniques to help increase progress.
Coaching an employee requires the coach and coachee to have a good relationship. Developing a relationship with an employee is an extensive process, but without it, the employee, the company, and the coach can all suffer. In order to coach your employee you need to know your employee. Coaching is all about helping your employee to realize what they could improve upon or fix, and then directing them towards a solution. To do this, you need to know a lot about your employee. Here are a few things to look at when building relationships