The term “motivate” immediately conjures up words like “reward”, “support”, “encourage”, or even “explain”, “hector”, “inspire”, etc. … i.e. approaches that are always a little top-down and ultimately rather unbalanced, between a “superior”, an “expert” and a “lower-skilled” worker. Now, considering that demands are steadily growing, collaboration is on the rise, and teams are more autonomous and eager for autonomy, isn’t it time to change the way we think? To change our frame of reference? To opt this time for a more balanced management style, that is more empowering for all?
For a long time, the management ideal resembled a military ideal, with an armoured manager efficiently leading a troop of highly trained and disciplined soldiers into battle. But that model seems to be well and truly obsolete! A profound transformation is now called for to create a more equal, ‘adult-to-adult’ relationship, as defined in transactional analysis; based on a rationale in which the manager’s primary role is to create the conditions for responsible deployment, help every member of the team to realise their full potential, and thus improve their employability both in their current and future positions. Therefore, managers must stop seeking a dominant position in terms of authority, skills and prestige, and instead adopt more horizontal and transparent positions based on receptiveness, support and trust.
In this respect, while tools are not all there is to management of course, they can help the manager. To put things in perspective. To assess situations more fairly. Likewise, to look at themselves objectively. To manage differently. 360° assessment tools can thus help managers to better measure their impact on their environment through regular contact with their entire ecosystem (line managers, peers, employees, customers and service providers both inside and outside the company, etc.); and gain a clear and unassuming picture of their own strengths and areas for personal growth. However, it may also be beneficial for modern managers to seek training and certification in the use of analysis tools and behavioural tests for example, because the assessment of motivations and behaviours is not necessarily the exclusive domain of HR professionals. The more managers are able to measure, the more they can understand and share their thoughts. And therefore, help their team members think and progress. Now, in their current position, and in the future. And, as a result, help them rise to their potential and ambitions, and – ultimately – build their motivation on an authentic, solid and reliable basis.
“The more managers are able to measure, the more they can understand and share their thoughts.”
Deputy General Manager, PerformanSe
There is a great deal of talk about “managerial courage” nowadays, and this can be difficult for managers who are under huge and ever-increasing pressure to perform in a growing number of areas. But doesn’t true courage mean taking off your armour and daring to be vulnerable? Accepting that you don’t know everything, that you can’t do everything alone, and that you have your shortcomings and weaknesses? If managers can allow their teams to develop and realise their full potential, then they can grow too by acknowledging the difficulty of the task and taking feedback on board! For the benefit of everyone. Within a brand-new relationship based on equality and reciprocity…
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