Volunteers do the work because they feel they have the autonomy and support to do what they do well. They are internally motivated.
“Voluntolds” do the minimum necessary amount of work that will prevent them from getting fired. They are driving with their breaks on. They wear themselves out because they are spiritually deflated. They wear out managers because there is no effective way to motivate “voluntolds.”
So how does a manager create volunteers?
First, she operates according to The Platinum Rule by working on “The Deal.” “The Deal” is a negotiated agreement between employee and employer in which the employer says, “This is what we expect of you” and “This is what we offer you.” The employee says, “These are my unique talents that I bring to the table, with which I will do my best to contribute to the goals of the organization.”
The manager works out a negotiated agreement with each person and each team that articulates the ways and means that the job will be done consistently well, and on time.
When managers don’t follow “The Platinum Rule” nor “The Deal” they are like Sigmund Freud who once cried out: “What do women really want!?” He never asked women what they wanted. Hence his frustration.
Frustrated managers often don’t ask. They just tell and sell. Then they wonder why people are not doing the things they need to do.
Here is a survey result from 2.5 million people, from Harris Interactive that can inform a manager about how to fire up people’s internal motivation combustion engine.
Five top things people want from their managers:
EXPECTATIONS = “Tell me what you expect of me.”
OPPORTUNITIES = “Give me an opportunity to perform.”
FEEDBACK = “Let me know how I’m doing.”
GUIDANCE = “Show me what to do and how to do it, where & when I need it.”
REWARD ME = “Praise so I can feel good. Raise me so I can pay the rent.”
An effective manager delivers on all of the above to develop . . .
MOTIVATION – to learn, practice & apply the competencies required to do the job well.
VALUE & RESPECT – to be open to mentoring/coaching
RISK – Trust – Risk to try out new, uncomfortable behaviours with the willing suspension of disbelief.
Are you applying these few key principles to create enthusiastic, competent, engaged, aligned, emotionally intelligent people?
Dr. Jim Sellner, PhD., DipC.
Author: Leadership for Einsteins: How Smart Leaders Bring Out the Genius in People
Account-Ability: The Science of Human Performance — The Skill &Will of Getting Things Done
“For any manager who sees room for improvement at work, Leadership for Einsteins is the best place to start. Dr. Sellner shows how you can elevate your emotional intelligence in order to lead your team and organization to new heights of success!”
~Marshall Goldsmith, author of the New York Times and global bestseller, What Got You Here Won’t Get You There and dozens of other books. Also a Thinkers 50 Top Ten Global Business Thinker and top-ranked executive coach.