There is nothing just like a worthwhile purpose to bring together and motivate a group of workers. You can see this evidently in the voluntary sector. This is how people are motivated by ‘the cause’. You can use the same basic principle to motivate the employees in your organisation.
Voluntary employees have a strong sense of purpose that motivates them. It could be caring for sick pets, fund-raising for children in poverty, uan login running citizen advice companies or providing some other important service.
The initial point about clarity is it needs to be clear to you. If you are hazy about precisely what purpose you are communicating, it is going to appear vague to your audience.
The purpose needs to be manifest so that it really motivates you – for communicating the purpose plainly you need to walk the talk. If you are inconsistent here, the falsehood will stand out a mile and your message will be lost.
When the purpose is buried heavy within the organizational culture, standards, process and administration, tease it out and polish it before discussing it with your personnel. When the purpose has never yet been articulated, now is the time to formulate it.
Be specially and make the purpose one where your people take an active part. In addition to crucially, each individual needs to know their role in serving the purpose.
A new co-operative purpose is in complete contrast to the case of the egotistical leader who effectively states ‘I am doing this and all sorts of you are going to support me when i do it’.
If the purpose is bland, humdrum or boring, its motivational value will be zero. Your task is to convey 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 compelling enough, you can revise it.
A few see all this in action in a real history from the school actively playing field. The football team had recently gained a new coach. Before then their competition success had recently been limited great the team felt they had flipped the corner. They experienced reached the semi-finals of the county championship.
Yet their spirits took a nosedive when they found they had been sketched 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 thought they could win. In addition to that was what he or she wanted them to do. The purpose was clear.
This individual continued to say that although the opposing team was formidable, the strength in his team was the way they played together. He’d run extra training sessions prior to the big day and he wanted everyone to give 100% in the run up to the fixture. The purpose was co-operative.
On the night time before the game, the coach gave each player a letter. Each page was specific to the person and he thanked them for participation so far. Crucially he went on to summarise precisely the role he wanted the gamer 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 thrown one way then back to the other. Nevertheless the team with the more powerful sense of purpose eventually received 3-2. The losing manager could not quite consider it but he congratulated the coach on the outstanding performance. You can gamble this was approved on during the festivities in the dressing room!
Back in the workplace, you are ‘the coach’. You can make an actual difference by helping your employees find a useful purpose. When you do so, their amounts of determination will be transformed.