Post by account_disabled on Jan 22, 2024 6:00:26 GMT
Motivation and resistance of personnel And what are the most heated discussions about at trainings? About issues related to motivation and resistance. Also, the topics are related: the more motivation, the less resistance, and vice versa. And here are the typical pains of line managers that emerge in such discussions: "Well, how can I motivate them if the competitors have a higher salary?" they resist with all their might, as if I were burdening them with something heavy." Both my own managerial experience and the experience of many colleagues confirm coaching statistics: every manager spends a lot of time and effort on working with the resistance of teams and individual employees. And this turns his work into a constant "obstacle race", exhausting and taking away resources. Setting a new task Therefore, I am happy to share with you ideas on how to reduce the degree of resistance to new tasks.
As you know, prevention of troubles is better than meeting them and C Level Executive List their consequences. And we will figure out how to present a new task in order to reduce the possibility of resistance from the beginning. And then - a bonus: we'll figure out what to do if resistance does arise. So, to formulate a task that does not cause the usual resistance, you need to understand where this resistance comes from. The most typical reasons are: disagreement with the problem, for the solution of which we set the task (no, it's not our fault, it's not our problem) ; disagreement with the decision (no, it should not be like this, but somehow differently) ; lack of evidence that the solution will solve the problem (no, it won't work) ; vision of the negative consequences of the decision (no, we will stress now, but will only make it worse) ; disbelief in what we will succeed (no, it is impossible at all...) .
You and I have formulated these points, let's answer important questions for the team during the presentation of the task: What is the problem and how is it related to our area of responsibility (here it is important to give the facts) . What solution do we propose, that is, what will we need to do (actually, this is the task itself, it should be specified here) . Why we think it will work (an explanation of how the task will affect or eliminate a key problem) . What consequences do we predict (what good will happen when we solve the problem by completing the task, and also what will happen if we do not complete it) . Why do we believe that we will succeed (what resources do we have, what team experience will allow us to cope with the task) . What exactly will WE get out of it (boys and girls are especially looking forward to this point of your speech. And it's not necessarily about money. Think about what will change, what opportunities will appear, what we can increase or save, etc.) . I recommend using this list as a checklist to prepare for the meeting where you will announce the new task to your team. Make a presentation according to this scheme and let your meeting be in the format of a dialogue.
As you know, prevention of troubles is better than meeting them and C Level Executive List their consequences. And we will figure out how to present a new task in order to reduce the possibility of resistance from the beginning. And then - a bonus: we'll figure out what to do if resistance does arise. So, to formulate a task that does not cause the usual resistance, you need to understand where this resistance comes from. The most typical reasons are: disagreement with the problem, for the solution of which we set the task (no, it's not our fault, it's not our problem) ; disagreement with the decision (no, it should not be like this, but somehow differently) ; lack of evidence that the solution will solve the problem (no, it won't work) ; vision of the negative consequences of the decision (no, we will stress now, but will only make it worse) ; disbelief in what we will succeed (no, it is impossible at all...) .
You and I have formulated these points, let's answer important questions for the team during the presentation of the task: What is the problem and how is it related to our area of responsibility (here it is important to give the facts) . What solution do we propose, that is, what will we need to do (actually, this is the task itself, it should be specified here) . Why we think it will work (an explanation of how the task will affect or eliminate a key problem) . What consequences do we predict (what good will happen when we solve the problem by completing the task, and also what will happen if we do not complete it) . Why do we believe that we will succeed (what resources do we have, what team experience will allow us to cope with the task) . What exactly will WE get out of it (boys and girls are especially looking forward to this point of your speech. And it's not necessarily about money. Think about what will change, what opportunities will appear, what we can increase or save, etc.) . I recommend using this list as a checklist to prepare for the meeting where you will announce the new task to your team. Make a presentation according to this scheme and let your meeting be in the format of a dialogue.