Motivate-subordinates-to-

MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION

PURPOSE It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.

REFERENCES  FM

22-100 ARMY LEADERSHIP  FM 22-101 LEADERSHIP COUNSELING  STP 21-11-MQS  AR 600-8-22 MILITARY AWARDS

OUTLINE  IDENTIFY

LEADERSHIP COMPETENCIES  MOTIVATION DEFINED  IDENTIFY MOTIVATION TECHNIQUES  IDENTIFY MOTIVATION THEORIES  GOAL SETTING  IDENTIFY EQUITY / EXPECTANCY MOTIVATION THEORIES  IDENTIFY JOB REDESIGN

VG -1

LEADERSHIP COMPETENCIES Soldier Team Development

Teaching and Counseling

Technical and Tactical Proficiency

Decision Making Planning

Supervision

Communication

Use of available systems Professional ethics

COMMUNICATIONS

SUPERVISION

TEACHING AND COUNSELING Leaders have a responsibility to develop subordinates

SOLDIER TEAM DEVELOPMENT

DECISION MAKING

QUESTIONS?

MOTIVATION DEFINED  MOTIVATION

IS THE CAUSE OF

ACTION  MOTIVATION IS THE FORCE WHICH ENERGIZES HUMAN BEHAVIOR

MOTIVATION TECHNIQUES  SERVING

AS THE ETHICAL STANDARD

BEARER  DEVELOPING COHESIVE SOLDIER TEAMS  REWARDING AND PUNISHING  RECOGNIZE AND MEET SUBORDINATE NEEDS  SERVE AS, AND DEVELOP POSITIVE ROLE MODELS

ETHICAL STANDARD BEARER

Q. HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER?

A. Be decent and honorable

Q. WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL?

A.Will lack confidence, self discipline, and constantly avoid doing the right thing.

COHESIVE SOLDIER TEAM

Q.WHY WOULD DEVELOPING COHESIVE SOLDIER TEAMS BE A MOTIVATION TECHNIQUE?

A. Soldiers do not perform just for themselves. They want to be part of a successful unit or team. Soldiers in a cohesive soldier team are confident in their equipment, buddies, leaders and training. Soldiers tend to perform heroic actions but do so to keep themselves and their buddies alive.

Q. WHAT ARE SOME THINGS WHICH YOU CAN DO TO DEVELOP A COHESIVE TEAM ?

A. Train together; Develop a team; Give the team an identity and Worth; Participate in sports and social activities, etc.

REWARDS AND PUNISHMENTS

REWARDS REWARD INDIVIDUAL AND TEAM BEHAVIOR THAT SUPPORTS UNIT TASKS AND MISSIONS

POSITIVE TOOLS OF MOTIVATION  Set

the example  Establish clear goals and objectives  Obtain recommendations from every leader in the chain on rewards, schooling, and awards  Use the established awards system to the maximum

POSITIVE TOOLS OF MOTIVATION (CONT)  Create

unit level certificates or awards for individuals and/ or units  Reward the desired behavior of an individual or group promptly  Present awards at a retreat, parade, or some other appropriate unit ceremony

POSITIVE TOOLS OF MOTIVATION (CONT)  Give

verbal praise liberally  Develop awards and ways of recognizing the majority of your soldiers who consistently meet or exceed the standard  Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards

PUNISHMENT PUNISH SOLDIERS WHO BEHAVE IN A WAY THAT IS COUNTER TO UNIT TASKS, MISSIONS, AND STANDARDS

SPOT CORRECTIONS  Doing

something wrong (example- failure to render a proper hand salute)  Why wrong (what regulation covers, FM, AR, etc.)  What could happen if he continues to perform not to standard (Uniform Code of Military Justice)  Action documented on counseling form

NEGATIVE TOOLS OF MOTIVATION  Give

warnings about inappropriate behavior  Use verbal and written reprimands when appropriate  Ensure that every leader in the chain of command is involved in the process of judicial or non-judicial disciplinary action

NEGATIVE TOOLS OF MOTIVATION (CONT)  Conduct

reprimands, counseling, and corrective action as privately and as quickly as possible after an offense  Direct the punishment or counseling at the behavior, not the subordinate  The subordinate must know the desired behavior and be able to perform it acceptably

Q. HOW CAN REWARDS BE USED FOR MOTIVATION?

A. Rewards make individuals more likely to continue a desired behavior.

Q. HOW CAN PUNISHMENTS BE USED FOR MOTIVATION?

A. Punishment tends to make the individual more likely to avoid the behavior in the future

RECOGNIZE AND MEET SUBORDINATE NEEDS

1. WHAT ARE THE FOUR BASIC NEEDS OF A SOLDIER?

 MAIL  FOOD  TIME

OFF  FINANCES

SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS

Q.WHY IS IT SO IMPORTANT TO BE A POSITIVE ROLE MODEL?

A. Subordinates observe, and want to look up to leaders. Your action speak louder than your words.

QUESTIONS?

MOTIVATION THEORIES  The

needs theories of motivation considered to be the most popular

 The

underlying concept of all needs approaches is that a need that is unsatisfied creates a state of internal disequilibrium which is uncomfortable for the individual. This approach assumes that human beings constantly seek a state of equilibrium.

SELF ACTUALIZATION SELF ESTEEM SOCIAL SAFETY/SECURITY PHYSIOLOGICAL

MASLOW’S NEED HIERARCHY

PHYSIOLOGICAL NEEDS

FOOD, WATER, SHELTER,AIR

MASLOW’S NEED HIERARCHY

SAFETY/SECURITY

FINANCIAL, HEALTH, PHYSICAL HARM, ETC.

MASLOW’S NEED HIERARCHY

SOCIAL

FRIENDSHIP, AFFECTION, LOVE, ETC.

MASLOW’S NEED HIERARCHY

SELF ESTEM

DESIRE OF THE INDIVIDUAL TO HAVE A STABLE ,HIGH EVALUATION OF HIMSELF/ HERSELF AND THE RESPECT OF OTHERS

MASLOW’S NEED HIERARCHY

SELF ACTUALIZATION

THE DESIRE TO ACHIEVE SELF FULFILLMENT, DEVELOP ONE’S POTENTIAL

MASLOW’S NEED HIERARCHY

Growth

Self-Actualization Self Esteem (Self)

Motivational Factors

Self-Esteem (Others)

Relatedness

Social

Maintenance Factors

Security Safety Existence

ALDERFER

Physiological

MASLOW

HERZBERG

COMPARISON OF ALDERFER, MASLOW AND HERZBERG’S THEORIES

QUESTIONS?

GOAL SETTING DEFINED “Goal setting is a process where leaders and their subordinates jointly identify common objectives, define subordinates’ major areas of responsibility in terms of the results expected, through mutual agreement obtain the subordinates’ personal commitment, and use these objectives as guides for operating the unit and assessing the contribution of each of its members.”

GOAL SETTING IS APPROPRIATE WHEN:  The

goals are specific and require higher level effort and performance  Subordinates and supervisors are committed to the goals  The goals are legitimate for the organization  The goals are accompanied by concrete feedback  The leadership does not see the goal setting process as a loss of power

IS GOAL SETTING APPROPRIATE?  Situation

1: Your supervisor believes that he/she should make all decisions.

 Situation

2: Your organization serves as the project office for the commander. It is hard to predict what next project will be and the office is constantly under time pressure.

QUESTIONS?

EQUITY / EXPECTANCY MOTIVATION THEORIES

OWN OWN OUTCOMES OWN INPUTS

OTHER OTHER’S OUTCOMES VS OTHER’S INPUTS

EQUITY RESTORATION STRATEGIES  1.

CHANGE INPUT  2. CHANGE OUTPUT  3. DISTORT INPUTS AND OUTCOMES  4. CHANGE THE COMPARISON OTHER  5. ACT ON THE COMPARISON OTHER  6. QUIT

QUESTIONS?

JOB REDESIGN

PRINCIPLES OF VERTICAL JOB LOADING  Remove

controls but retain accountability  Increase individual’s accountability  Provide a natural work unit  Granting additional authority  Provide worker progress reports  Introduce new and more difficult tasks  Assign specific or specialized tasks

CORE JOB DIMENSIONS  SKILL

VARIETY  TASK IDENITY  TASK SIGNIFICANCE  AUTONOMY  FEEDBACK

QUESTIONS?

SUMMARY  LEADERSHIP

COMPETENCIES  MOTIVATION DEFINED  MOTIVATION TECHNIQUES  MOTIVATION THEORIES  GOAL SETTING  EQUITY / EPECTANCY MOTIVATION THEORIES  JOB REDESIGN

QUESTIONS?

CONCLUSION It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.