But when we change tasks that limit control and provide employees with opportunities to achieve great things, we all become more engaged in our work and motivated to do our best. Without personal motivation, we don’t do our best work. Remove the Negatives, Build the Positives They believe the organisation cares about them - and they reflect that positivity in their job. When people feel supported, they acknowledge how the organisation gives opportunities they wouldn’t otherwise have. We believe we’re learning and growing in our work. We believe we have a career and can achieve our aspirations. We’re getting honest, helpful, loving feedback. When it does, we feel coached and groomed for better things. People feel stuck in a dead-end job and start looking for other opportunities.ĭoes personal growth and development flourish in your organisation? Without the chance to improve, people begin to believe their job is degrading, humiliating, or beneath them. We want to reach our potential.īut when opportunities for growth are lacking, we feel taken advantage of. People want opportunities to grow, develop, and build a career. People also need room for development and personal growth to be fully engaged in their profession. If that’s not happening, what can you change? What are the aspects of the task that you don’t like and how can you change that for something you do like - where you own it, have greater autonomy, identity, and pride? 2. You want people in your organisation to take pride in saying, “I’m an engineer,” “I’m a psychologist,” or “I’m a consultant.” When people can put themselves into their work, they begin to identify themselves by their profession or craft. Think about how to turn these tasks into an assignment that’s a craft - where people could put their signature on what they’re creating. Think about how you could eliminate these robotic tasks and replace them with areas where people feel ownership of their work. What tasks in your organisation lack control? Most of us have parts of our days at work that we don’t like. Employees work elbow to elbow with each other completing their tasks like a robot. The assembly line comes by and never stops. When the store is inundated with customers, they troubleshoot, manage crowds, and attempt to rise to the challenge at hand.Ĭompare that to a factory job where the work is continual. They work really fast during the busy hours. What parts of their jobs are uncomfortable, painful, at-risk, noxious, or dangerous? Which tasks are repetitive, exhausting, or unpleasant? Which of the tasks involve little autonomy, control, thought, or challenge? Let’s look at two entry-level jobs to see the difference.Īt a fast-food or retail store, employees work in waves. What parts of these jobs are fulfilling? What tasks bring a feeling of success, autonomy, and allow for individual expression? What makes you feel energised and leads you to rise to the challenge ahead? Don’t just think of the positives or negatives - look at both ends of the spectrum. Think about your job and the jobs of the people you’re trying to impact in your organisation. When the tasks aren’t so pleasant, you likely dread your workday. When you find joy in the tasks or love the profession itself, you love what you do. How satisfied are you with the activities that make up your job? Here’s what to look for to discover which changes can make the biggest difference. If you’re missing the mark in one of these areas, then chances are, engagement is down and personal motivation is lacking. If you or your employees need some motivation, take a look at the tasks at hand and the potential for personal development. When we don’t enjoy something or see growth because of it, it’s hard for us to engage in our work. This is called Personal Motivation - and it’s one of the key sources of influence in our lives. I know you want to enjoy your work… because we all do. You want opportunities to develop your skills - and then to get promoted because of it. You want to like the work ahead of you and see yourself improve.
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