【導讀】參見個人的動機相關理論文章。這個組織的動機是文章發(fā)動機專家。和作家帕爾宰提供的，這篇文章受到了普遍公認。估經(jīng)理和管理人員的領導能力，激勵能力和效力。雇員的動機或問卷調查。除資料之外，問卷調查顯示，參與的過程和咨詢人員，是十分有。益和激勵自己的權利，。事問題，你的工業(yè)和文化，一些有用的通用準則，適用于大多數(shù)情況。不是在激勵員工，設計自己的問卷時進行的假設激勵。確建立公司的原則，優(yōu)先和使命。達到該公司可以消除動機的實際。上的報酬，地位，贊美與感激，競爭，就業(yè)保障，公眾識別，恐懼，完美主義，如果貴公司已裁員實行招聘或丟失了一些重要人物，這對激勵一定影響。收集來自員工的恐懼，思考和關注這些事件。行檢查，它清楚地表明哪部分需要填寫。如果您的MD/總裁并不完全支持你的倡議然后則去不。同的公司，其MD總裁適當支持這個概念，向那些成功的人咨詢(不提他的股權，他們看到的反饋和分析過程，是幫助他們以及雇主。

　　

【正文】 but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren39。t working on them. These people know they 39。should39。 be more engaged with their work. Sometimes they fake it for a few months but it39。s not sustainable. In this paper Blaire identifies some mon assumptions about motivation and presents some new paradigms that can help motivate more effectively. By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people39。s motivation must e from you) you will be able to focus on leading your team, and enabling them to achieve their full potential themselves. Ultimately, motivation must e from within each person. No leader is ever the single and continuing source of motivation for a person. While the leader39。s encouragement, support, inspiration, and example will at times motivate followers, the leader39。s greatest role in motivating is to recognise people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all e quite naturally to the person, and it is these things which are the true fuels of personal motivation. By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don39。t normally represent a great platform for learning and development. In life it39。s so important always to try to accentuate the positive to encourage positive visualisation so, see the negatives for what they are。 silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many. Motivation example 1 39。everyone is like me39。 One of the most mon assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the pany, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. Marie, a director in her pany, was being coached. She was a perfectionist. Every day she pushed herself to succeed and was rewarded with recognition from her peers. But she was unable to get the same standard of work from her team members. In the first few weeks of her coaching she would say, If only people realised how importa nt it was to put in 110% and how good it felt to get the acknowledgment, then they would start to feel more motivated. But it wasn39。t working. Instead people were starting to bee resentful towards Marie39。s approach. Acknowledgment was a prime motivator for Marie so to help her consider some other options, she was helped to brainstorm what else might motivate people in their work. Marie39。s list grew: 39。learning new skills39。, 39。acplishing a goal as part of a team39。, 39。creativity39。, 39。achieving worklife balance39。, 39。financial rewards39。 and 39。the adrenaline rush of working to tight deadlines39。. Marie began to see that perhaps her team were indeed motivated it was simply that the team members were motivated in a different ways to her own. If the leader can tap into and support the team members39。 own motivations then the leader begins to help people to realise their full potential. Motivation example 2 39。noone is like me39。 Since the 198039。s, research has shown that although we know that we are motivated by meaningful and satisfying work (which is supported by Herzberg39。s timeless theory on the subject, and virtually all sensible research ever since), we assume others are motivated mainly by financial rewards. Chip Heath, associate professor at Stanford University carried out research that found most people believe that others are motivated by 39。extrinsic rewards39。, such as pay or job security, rather than 39。intrinsic motivators39。, like a desire to learn new skills or to contribute to an anisation. Numerous surveys show that most people are motivated by intrinsic factors, and in this respect we are mostly all the same. Despite this, while many leaders recognise that their own motivation is driven by factors that have nothing to do with money, they make the mistake of assuming that their people are somehow different, and that money is central to their motivation. If leaders assume that their team members only care about their pay packet, or their car, or their monthly bonus, this inevitably produces a faulty and unsustainable motivational approach. Leaders must recognise that people are different only in so far as the different particular 39。intrinsic39。 factor(s) which motivate each person, but in so far as we are all motivated by 39。intrinsic39。 factors, we are all the same. Motivation example 3 39。people don39。t listen to me39。 When some people talk, nearly everyone listens: certain politicians, business leaders, entertainers。 people we regard as high achievers. You probably know people a little like this too. You may not agree with what they say, but they have a presence, a tone of voice and a confidence that is unmistakable. Fundamentally these people are great salespeople. They can make an unmitigated disaster sound like an unqualified victory. But do you need to be like this to motivate and lead? Certainly not. Many people make the mistake of thinking that the only people who can lead others to success and achieve true excellence, and are the highprofile, charismatic, 39。alphamale/female39。 types. This is not true. James was a relatively successful salesman but he was neve