Motivation

Tags: Exposure, Experience and Expertise; Inspiration; Trust; C-Model; 9 Dimensions of Climate; Safety Vs Threat; Knowledge; The Power for Feedback

Developing and growing a brilliant practitioner workforce requires a triple decker approach.

1. Drawing upon and recognising individual practitioners abilities and strengths
2. Enabling managers and mentors to work with individuals and teams to unlock their talent and potential
3. Developing unified vision, clarity of purpose and climates that enable diverse teams to collectively pull in the same direction.

When we combine these layers, we unlock both brilliant practitioners and teams that are infinitely more capable.

You can use the wheel below as a Practitioner or Lead/Manager as a Health Check.

How would you answer the following questions and how do they make you feel?

Practitioner Motivation:

• How much autonomy over your work are you given as a Practitioner?
• Do you have a high degree of flexibility and decision making responsibility?
• Do you have clarity of purpose in your role and do you understand or feel that this contribution matters/makes a difference?
• Are you developing/learning new and useful skills that improve and enhance your ability to deliver?

Practitioner Performance:

• Do you feel confident in your abilities and skills and are they impactful in your area of delivery?
• Do you have to problem solve and develop new thinking to address performance problems?
• Would you say you feel comfortable or uncomfortable in your role and in your perception of your capability? Stretched or at ease?
• Would you say you are curious? Are you asked to be creative, innovative, seek to understand or encouraged to ask questions?
• How much meaningful feedback are you given from those around you and do you place value in it?

Team/Organisation Purpose:

• Are you given direction or told what to do? When directed, how much freedom is there to interpret this and deliver as you see fit?
• How are you as an individual or personally within your team supported (both to deliver and to personally develop)?
• Would you say that you work in a supportive environment?
• Are mistakes recognised and if so, so what? What is the cost to you, the team and your collective endeavour?
• What 3 words would you use to describe your manager; your team or your organisation – are they positive or negative?

Depending on your responses, what next?

What could you do as a practitioner, lead, manager or organisation to foster a people focused/development orientated climate?

It is clear that individual motivation, underpinned by ability, harnessed positively within a diverse team and set to work against clear objectives and a vision, can deliver beyond expectation whilst establishing a committed workforce.