Threat instead of motivation
Or put it as unfortunate as follows: "I transfer responsibility for this entire project. It's demanding - haul in and do not let me down! "Unfortunately, that sounds like a threat rather than motivation to some recipients: In this case, as a leader, you obviously have pressure on your neck to really deliver the project.
But instead of expressing this openly and making it transparent, with the "do not disappoint me" try to get the employee to actually perform at 110 percent. However, in most cases, the manager would reap more commitment if she would communicate openly and address what is involved in the project and how important it is.
Motivation through self-determination
Responsibility that leads to high-quality results can not be enforced. Another form of employee demarcation is that a leader delegates something, but then constantly wants to decide for himself, controls, asks, instead of trusting the other.
Menschen übernehmen erst motiviert und verlässlich Verantwortung, wenn sie Freude, Selbstbestimmung sowie eine wertvolle Bedeutung, also einen Sense, erkennen können, in dem, was sie leisten sollen. Das ist wichtig anzuerkennen, da die Art der Verantwortung, wie wir sie im Gesunden Kommunizieren und Führen anstreben, immer die ist, die jemand aus freien Stücken übernehmen will, weil er sich, anderen oder dem Unternehmen wichtige Bedürfnisse erfüllen möchte. Daher sprudelt seine Begeisterung, da entspringt ein Qualitätsanspruch, da sprießen Ideen – wie es unter anderen Vorzeichen längst nicht der Fall wäre.
The minimum factor
One factor that we find in nature is the so-called minimum factor. It states that exactly the nutrient that is not present is sufficient to limit the growth and development of a plant. It is the same with us in the transcendent sense of our needs. The need, which is under our care, perhaps not been nurtured for a long time, will in any case hinder or limit us in our further development. Find out what your minimum factor is, you can clearly address what you need.
In turn, supervisors figure out which needs of their employees are what they need fertilizer, they could significantly help their employees and assign tasks that are more appropriate to their needs.
Develop a need-awareness
The development of a sense of need is of great help for this, but the curious and exploratory conversation between the leader and the leader is incessant. We are not all firs - everyone needs different location factors, soil, light, water or grouping conditions.
In order to turn employees into co-entrepreneurs in the long term, who also want to be those, it first requires the decision of the executives to want real "power together". Then they can start promoting the principles of healthy leadership.
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