The business case for motivation

Before we put forward the business case for motivation, let's see it through the human experience. 

Think of a time when you have had low motivation, what does that feel like? Time seems to drag, tasks and interactions are effortful and, when a problem comes up, we see it as a blocker. How productive are you when you feel like this? How resilient? How does work feel?

Just thinking about low motivation is likely to have impacted how you feel right now!

Now, think about a time when you were highly motivated at work. How did that feel? Time skipped past - you were in a place of flow bringing your full self to work, solving problems, overcoming difficulties and interacting with others with a 'can do' attitude. At that time, how productive were you? How much were you enjoying the human experience of work?

Now think of how this applies to the people in your organisation.

Harnessing motivation increases productivity and performance.

Motivation, when combined with skills and behaviours, can be directed to delivering outcomes, results and impact that constitute success.

When done properly, and these outcomes are sustainable. Individuals will gain motivation as a result of their efforts, and not simply expend effort.

why is motivation important
Why is motivation so important?

For years, organisations have been seeking ways to build strong positive cultures, develop high levels of engagement and nurture talent. Great focus has been placed on setting a clear direction of travel (expressed through a purpose, vision and strategy). This answers the question: 'What do I need to do?'.

Organisations also have placed a real emphasis on values and how these lead to behaviours that support the strategy. This answers the question: 'How do I need to do it?'

It is assumed (hoped?) that this clarity will lead to success. 

In our experience, there is a third, vital question to be answered; a question which enables people to become committed to developing and using these behaviours and delivering on these outcomes.

That question is: 'Why bother?' (It is the What's in it for me factor).

How do you harness motivation?

Until recently, motivation has been left to happenstance. Unlike productivity and performance, it has been seen as difficult to measure. It has been viewed as an intangible asset.

Until now.

Motivational Maps is a diagnostic tool that enables individuals to understand what drives them. It gives them a measure which shows the intensity and relative importance of nine motivators at work. What's more, it shows how well each motivator is currently being met - and so enables an individual to put in place an action plan to increase or maintain their current level of motivation. By creating a common language around motivation, and a measure, it makes the invisible, visible. 

Maps from different people can be combined to give data on team motivation and organisational levels of motivation. Imagine being able to pinpoint what's driving each team, what reward strategies will be most effective and what's enabling and derailing performance. Maps can help you do this. To find out more about Motivational Maps, click here

Building a better organisation through harnessing motivation

When an organisation is able to align the 'what', 'how' and 'why bother' of its people to the 'what', 'how' and 'why bother' of its teams and, ultimately, the organisation itself, it is able to succeed. We can show you how. Contact us to find out more.

Business case for motivation

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