Employee motivation for managers: boss as driver


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Text comes from: Mitarbeitermotivation: Die neue Lust auf Leistung (2014) of Michael Hübler, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.
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Leading is not just motivating. Driving is also driving. Despite all understanding of the needs of employees, executives must be able to cope with unpleasantness.

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Here writes for you:

 

Michael Hübler hatchlerMichael Hübler is a graduate teacher, coach and consultant.

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Acting as part-human

It is especially in the role of the driver that it is pleasant not to feel as a whole human being, but to act out of this single role, so to speak, as a part-man. This protects you against all too personal attacks.

After all, it is your role where you have to do a specific task, just as it is the role of the employees to meet the expectations of the company, as long as they are realistic and reasonable.

How does the good contact with the employees remain?

Is the question left open as to how to stay in good contact with your employees, despite the impostor role? Here is the theory of the inner team. Roughly speaking, Schulz von Thun assumes that we do not consist of a single, unified person, but on the contrary, many small individual shares.

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If you've done the exercise in the previous tip, you'll know what it's all about: worst of all, an inner turmoil - at best, a strong inner football team with your ego as a coach.

The inner parts of the Castle Team

The idea of ​​the Inner Team gives us the opportunity to think about who else should be present in addition to your impulse to make criticism and feedback more compatible.

This share, we call it the Talentsucher, might have the task of finding out, in his opposite, one of the functions of the team management system, a system for the establishment of success teams:

  • The visionary develops new ideas for innovation.
  • The developer ensures the implementation of the ideas.
  • The consultant follows and informs.
  • The organizer pays attention to appointments and an effective schedule.
  • The translator is looking for the best ideas and makes decisions so that production can begin.
  • The inspector pays attention to the quality and goodness of the ideas.
  • The stabilizer keeps the team together.
  • The promoter sells the new ideas.

Often, expectations that an employee can not or can not fulfill at all due to his or her personality structure lead to disappointments and criticism. As a rule, however, even the most unreliable employee has a talent for at least one of the roles mentioned above.

Example: Unmotivated or unsafe

In the team meetings is repeatedly reminded that Mr. Meier contributes so little to the discussion. The first hypothesis in space is without being pronounced: it is unmotivated. Moreover, it happens that he does not subsequently implement resolutions as planned. Only the whole picture makes it clear that Mr. Meier only has a problem with discussions with more than three participants. It is difficult for him to express his opinion as well as the others and above all to defend it.

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A look into the rest of his working life shows that Mr. Meier is an excellent developer who prefers to develop and improve products in the back room. In order to better integrate his ideas into the team, his manager decides to give him a benevolent, understanding counterpart. Mr Meier now has the task of bringing Mr Müller up to date with the latest developments in the team meetings so that they can find their way into the team.

The visionary

For executives, two roles of the team management system still have a special meaning: controller and visionary.

As a visionary, you have the task of keeping the vision high and constantly pushing new ideas forward. The what and why designates the normative to-reach and remains as a rule until it is achieved. The How designates the way. Only here does the real creativity of the employees begin. The path can change. It can be longer. There can be hurdles. Or the means of movement change.

The controller

A checker must put his finger in the wound. He has to take it that no one likes him. Between the task of being a supervisor at the service of the company and the empathy for employee interests is, as often, a narrow degree.

Both must be present if you want to act credibly and motivatively at the same time as a leader. We will see later how important confidence is. But from time to time it also takes control so as not to be arbitrary. If you lose sight of the employees' interests, you also lose the bond to them and thus also the access to the motivation.

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  1. Hans Pich

    Employee motivation for managers - Part 4: Boss as a driver | PROFESSIONAL PICTURES -

  2. Top article - how we reached 6000 readers: Management & Motivation | PROFESSIONAL PICTURES

    […] Last Friday, November 14.11th. In 2014, the contribution Employee Motivation for Executives - Part 4: Boss as a driver reached 5.306 clear [...]

  3. Heiner Tenz BP

    Chief as a driver (employee motivation for executives 4)

  4. Heiner Tenz

    Boss as a driver (employee motivation for managers 4) ...

  5. Management Training

    Promote employee productivity properly: ...

  6. Thomas Grossniklaus

  7. Luki

    Visionary, developer and organizer in one!

  8. BÖNING-CONSULT GmbH

    The #boss as a #driver - # leading is not just about motivating. Leading also means driving. | MS

  9. Dieter Brandes

    2 Notes on the article:

    1. an old misunderstanding is that you can motivate others. No, everyone can only motivate themselves. The task of management and the organization is to: position, tasks, responsibilities etc. in such a way that the employee can work motivatedly. Make the frame. Finally, motivation comes mainly from the task itself, then from the possibility of successful work, and finally from the recognition (also of one's own!). But, the hygiene factors have to be right. Recommended: Read Frederick Herzberg.

    2. The task of control is not to discover wounds, but to determine whether and how a job is being done. Control accompanies trust. Trust also means: “I am interested in your work”. Employees should ask their bosses for control, otherwise they won't even know how good the employees are.

    • Gröttrup

      Good day,

      Thank you, you tell me from the soul: whether in the homework of the child or in everyday life:
      Show interest!

      • Simone Janson

        We thank you in the author's name.

    • Simone Janson

      Hello Mr. Brandes, thank you.
      Exciting definition of control! I agree with 1, but there are always different opinions about how: Everyone has different ideas, what motivates him and how the framework should look. Unfortunately, many of us can not imagine that his colleague may be quite different than he is. This different goal hampers rather than the pure motivation measures.

    • Mathias Heinrich

      “We control in order to motivate” - the subject of control should be reduced to this simple statement. It is clear that strong motivation can only occur intrinsically, that is, out of itself. However, managers can create the breeding ground for this - and this also with positive control. 80% of what our employees do is positive. If we control a lot, then we “catch” the employees doing mostly good things - and if we have the chance to praise and do so, then we help them with self-motivation.

      • Simone Janson

        Hello Mr. Heinrich, also an exciting interpretation of the topic.

    • Ernst Holzmann

      Hello Mr. Brandes,

      I agree with you in general (especially regarding recognition!); nevertheless, I think that every now and then a little "push", encouraging (you can do it, dare) and trust can help ... :-))

  10. CONIPO Germany

    Motivation: See how you should handle your employees.
    #conipo #motivation #mitarbeiter

  11. Sonja Rethagen

    # Leadership # Visionary # TMS profiles

  12. Schönell

    A very inappropriate picture as the lead for this post. It still dominates the image of a company that can be completely controlled and mastered like a clockwork. For me, a company is a living organism. Best regards Hans-Werner Schönell

    • Simone Janson

      Hello Mr. Schönell,
      Thank you for pointing this out, you are of course right, the picture is, so to speak, a shortened train of thought - but as such, of course, it also stimulates discussion. As you said, the popular opinion is still top-down leadership ...

  13. Ernst Holzmann

    On the subject of leadership, one can complicate many things, but also represent simple and striking.
    Not only the generation Y expects freerooms, openness in communication, support and direct feedback. But it also needs leadership and decision-making power. Perhaps one can best describe the qualities expected of a manager by the word LEADER and the example of team sports (like football):
    • L = Be passionate, on the square and on the line. Enthusiasm for his job, whether as a team lead, or at the head of a company.
    • E = Set ambitious, motivating, inspiring goals. In doing so, one should always have the claim to get the title (world champion, market leader, best product, most popular employer, most valuable brand, as a team) as a team. To be second, unfortunately, is the first loser.
    • A = Be alert and give recognition. Observe what is happening around you (competitors, external conditions, new trends, ...). The best way to anticipate (anticipate) what can happen and act instead of reacting too late. Keep in touch with the players (employees, colleagues, bosses, ...). Fast, direct and open communication is crucial. Recognizing and resolving emerging conflicts at an early stage.
    • D = humility and discipline. The star is the team, “Ronaldos” (self-promoters) are out of place and are not accepted as real leaders. First in the morning and last in the evening, that's how you set your standards and live ahead. Or as Albert Schweitzer put it so beautifully: "Setting an example is not the most important way of leading, it is the only one!"
    • E = Determined action, especially in crisis situations or "when it comes to it. Responsibility not only in the elaboration, but also in taking over new and challenging tasks (decisive for the success of the "company") and making decisions.
    • R = respectful dealings with each other. To avoid blame, to share "the victory laurel". In the event of failure, clearly distinguish performance from performance and / or unforeseen influences. Objectively criticize, point out options for action, offer support.
    And to the very end: Celebrating hard (work hard, play hard) belongs to the same successes, of course.

    • Simone Janson

      Hello Mr. Holzmann, thank you for the reference, especially on the highly developed Generation Y. And as far as leadership and decision-making strength are concerned, I give you absolutely right: There sometimes hapert tremendously. Super I find the LEADER-Anagram, great, catchy comparison.

      • Körwers

        LEADER as described is not an anagram, but an acronym ... ;-)
        Still great.
        The description of the roles has been around for more than 20 years (1981 / 1993) at Belbin (Dr. R. Meredith Belbin, Cambridge UK for example - unfortunately therefore not really new.

      • Ernst Holzmann

        Dear Mrs. Janson,

        Thank you for your nice compliment regarding my LEADER-Anagram, which I was really looking forward to (after I have now also my stubborn cold and my move behind me)!

        Regards

        Ernst Holzmann

        • Simone Janson

          Oh, I can understand that very well .. I moved during the cold ;-)
          Thanks for the detailed comment input!

    • Thomas M. Peters

      Dear Mr. Holzmann,

      Your line-up impressed me. The only thing I don't share with the “Best Employer” is “winning” and “losing” - I am happy to discuss this point with you or others; However, when it comes to ambitious, motivating, challenging goals, I'm with you.
      For my purposes, I have varied a little bit:
      • L = be passionate, on the court and on the line. Enthusiasm for his task, whether as a team lead, or at the top of a company. His team, the tasks, the goals achieved and the meaningfulness of the activities market.

      • E = set ambitious, motivating, inspiring goals. You should always have the right to win the title (Weltmaster, market leader, best product, most popular employer, most valuable brand, ...). Unfortunately, finishing second means being the first to lose when it comes to winning.

      • A = Be alert and give recognition. Watch what is happening around you (competitors, external conditions, new trends, ...). The best way to anticipate (anticipate) what can happen and act instead of (too late) to react. Keep in touch with the players (employees, colleagues, bosses, ...). Fast, direct and open communication is crucial. Recognizing and resolving emerging conflicts at an early stage. Recognition immediately and publicly.

      • D = humility and discipline. The star is the team! "Ronaldos" (self-actor) are out of place and are not accepted as real leaders. Beware of the knowledge and skills of the others. Fulfill commitments, present values, be visible and approachable. Or as Albert Schweitzer so beautifully said: "To give an example is not the most important way to lead, it is the only one!"

      • E = Determined action, especially in crisis situations or "when it comes to it". Not only in the shoot-out but also in taking over new and challenging tasks (decisive for the success of the "company") and making decisions; Orientation.

      • R = respectful dealings with each other. No finger-pointing, "sharing the victory laurel". In the event of failure, clearly distinguish performance from performance and / or unforeseen influences. Objectively criticize, point out options for action, offer support. Give feedback and accept.
      And at the end of the day: Celebrating hard (work hard, play hard) is just as much a part of success or project completion.

      • Simone Janson

        Thanks also for this reference, exciting discussion.

      • Ernst Holzmann

        Hello Mr. Peters,

        Please excuse my late (also because of moving and persistent illness) “Thank you” for your compliment, which I was very happy about! And thank you for adding and expanding my definition. :-))

  14. Uwe Janikovits

    Good morning,

    For me, the question is not about conflict, but rather the question of how to communicate things or facts. Unpleasant information will remain unpleasant ... The transparency and honesty behind it make the information acceptable and the manager is NOT a bogeyman ... Honesty, respect, appreciation and trust in the corporate culture are pillars. The appreciative communication based on M. Rosenberg is a powerful "tool". It's much more than a technique ... it's an attitude.

    • Simone Janson

      Hello Mr. Janikovits, very nicely said. Unfortunately, transparency and sincerity are not always given ;-)

  15. Fischernich STB

    Employee motivation for managers. For managers, two roles of the team management system still have ...

  16. Dirk Zayko

    Employee motivation for managers - Part 4: Boss as a driver | PROFESSIONAL PICTURES - The drive i ...

  17. Christian Kaiser

    #Hybrid - A catchphrase for executives too ?!

  18. THE LEADERS

    RT @jobcollege: Employee motivation for managers - Part 4: The boss as a driver: Leading is not just m ... # B ...

  19. Competencepartner

    Employee motivation for executives - Part 4: The boss as a driver: Leadership is not just m… #profession #education

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