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ll CEOs and industry leaders antici-
pate a motivated work force. But
what really creates motivation? Is
it money? The general norm is that the
more money people are paid the more
motivated they are, the more bonuses
the harder work.
In as much as these statements may hold
some truths, we can liken money and
other incentives to food. No matter how
much of food you eat, in a few hours, you
will surely get hungry. Using money as
a motivational factor creates the same
effect. It drives short term motivation but
does not create a long term satisfaction or
internally sustained commitment.
Effective Leadership and Management
are key variables that determine long
term staff motivation.
why people work as volunteers? What
drives their motivation when there is no
financial incentive? The answer is simple;
good leadership and management.
Leadership and management must go
hand in hand. They are not the same
thing. But they are necessarily linked,
and complementary. Any effort to sepa-
rate the two is likely to cause more prob-
lems than it solves. A good manager,
CEO or supervisor must have leadership
and management skills.
Being a manager does not necessarily
make you a leader, while good leader-
ship skills creates respect and follower-
ship even though you may not be a man-
ager. Little wonder some sub-ordinate
views are more respected than that of
their managers because they have lead-
ership skills.
You need both qualities because you
cannot buy hearts, especially to follow
you down a difficult path, and so you
need to act as a leader too. Captains of
ships and planes need to exhibit leader-
ship skills in the face of a storm. The same
goes for CEOs, a great deal of leadership
needs to be exhibited in the face of a re-
cession or a loss by giving staff and cus-
tomers reason to believe, reasons to hope
that an appreciation and profit is around
the corner.
The manager’s job is to plan, organize
and coordinate. The leader’s job is to in-
spire and motivate. However, as a man-
ager, and CEO, you need to posses these
two qualities to sustain staff motivation.
In building a well motivated staff or work
force, the following points need to be em-
ployed;
The first point to note is Meaningfulness:
employees need to know that what they
do really matters. This is important for the
organization and for every individual.
Leaders build meaningfulness by creat-
ing a clear, compelling vision and collec-
tive commitment to that vision. Then they
make sure that all employees know how
their job contributes to that vision and
why it matters.
Second point of note is Achievement:
Members of staff need to know that they
are succeeding in accomplishing organ-
isational goals. Leaders set clear goals
that are challenging yet achievable, and
acknowledge accomplishments.
Third point, Work Itself: Staff desire to do
jobs so they can see the result of their
work, not just a piece that has no mean-
ing. Effective leaders design jobs so peo-
ple can do a whole piece of work, and see
the result of their efforts.
The Fourth point is Autonomy: Once
your employees know what is expected
of them they want the freedom and flex-
ibility to perform using their own methods
EffectiveLeadership&Management...
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Omede Odekina
Feature
der work.
people