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Can I motivate other people?

The manager is well advised to dismiss arguments of the “angels dancing
on the head of a pin”-type about whether you can motivate others or
whether they can only motivate themselves. Any manager at any organi-
zational level has the responsibility to deliver a working environment in
which people are motivated.

n Do my people know what is expected of them and why it is
important?

n Do they receive feedback on performance that is timely and
focused on actions rather than personality?

n Do they work in an environment as free as possible of changing
deadlines, changing priorities and interference with their ability to
get on with the job?

n If such an environment is not a practical possibility have I taken
steps to ensure that those who work here are motivated by
challenge?

n Do they have the resources to do the job? (But see little case study
below.)

n Do they experience a challenge that is inspirational, but not
overwhelming?

n Are they encouraged to set themselves challenging, but achievable
goals?

n Do I know the individual members of my team well enough to
understand what their best contribution is likely to be?

n Do I understand what excites them in and out of work?
n Do I constantly seek to offer them new challenges that are

exciting, but within their capabilities?
n Do I give people opportunities to use their key strengths in line

with the needs of the business?
n Do I encourage learning and the sharing of what is learned?
n Do I act as a coach and trusted advisor to all my people?
n Do I immediately recognize achievement and reward it?
n Do I promote the achievements of my team to other executives as

team achievements rather than assuming them for my own?
n Do I ensure that my people get the salaries, status and promotions

that they deserve?
n Do I risk giving a little too much too soon rather than too little too

late whether it is responsibility or reward?

54 Key management questions