There is nothing such as a worthwhile purpose to bring together and motivate a team of workers. You can see this evidently in the voluntary sector. This is where people are motivated by ‘the cause’. You can use the same basic principle to motivate the employees in your company.
Voluntary staff have a strong sense of purpose that motivates them. It might be caring for sick creatures, fund-raising for children in lower income, running citizen advice companies or providing some other important service.
The very first point about clarity is that it needs to be clear to you. In case you are hazy about just what purpose you are communicating, it will eventually appear vague to your audience.
The purpose needs to be clear so that it really motivates you – for communicating the idea evidently you need to walk the talk. If you are inconsistent here uan login, the falsity will stand out a mile and your message will be lost.
In the event the purpose is buried deep within the organizational culture, standards, process and management, tease it out and polish it before sharing it with your employees. When the purpose has never yet been articulated, now is the time to formulate it.
Be specially create the purpose one where all of your people take an active part. And crucially, each individual needs to know their role in serving the purpose.
A co-operative purpose is in complete contrast to the case of the acquisitive leader who effectively claims ‘I am doing this and all of you are going to support me while I do it’.
If the purpose is bland, doldrums or boring, its motivational value will be zero. Your task is to communicate a purpose that energises and inspires your people. When you communicate this purpose, check for comments. Remember that the meaning of any communication is the response you get, so if the feedback shows that the purpose is not as yet compelling enough, you can revise it.
A few see all this in action in a real story from the school playing field. The football team had recently gained a new coach. Before then their competition success had already been limited great the team felt they had turned the corner. They experienced reached the semi-finals of the county championship.
Yet their spirits took a nosedive when they found they had been drawn against the best team in the league – a team with a season’s unbroken record of wins. Yet the instructor took it in his stride and gathered all the players for an inspirational talk. He advised them that he considered they could win. And that was what this individual wanted them to do. The idea was clear.
He or she continued to say that although the opposing team was formidable, the strength in his team was the way they played collectively. He’d run extra training sessions ahead of the big day and he wanted everyone to give 100% in the run up to the fixture. The objective was co-operative.
Around the night before the game, the coach gave each player a letter. Each page was specific to the person and he thanked them for his or her participation so significantly. Crucially he went on to summarise precisely the role he wanted the ball player to take in the match. He finished by asking the gamer to imagine what winning would be like. The purpose was convincing.
It turned out to be a tough match. The advantage first swung a proven way then back to the other. But the team with the more robust sense of purpose eventually earned 3-2. The losing supervisor could not quite believe it but he congratulated the coach on the outstanding performance. You can gamble this was exceeded on during the activities in the dressing room!
Back in the workplace, you are ‘the coach’. You can make a real difference by helping your employees find a advantageous purpose. When you do so, their levels of determination will be transformed.