High performance and its rewards…..everyone wants it. Managers want teams of high performing, highly motivated employees. Employees want the inspiration of working with teams of empowered and high performing colleagues. Yet how do you motivate high performance?
Many want to achieve that goal in the quickest and simplest way possible. Waving a magic wand would be the preferable way to make it happen. Instead that process requires a strategy implemented with commitment and motivation.
It doesn’t matter whether you are a manager wanting to have a high performing team, or an employee wanting the buzz of working with such a team, it all comes back to YOU and changes you are willing to make to achieve that goal. It’s hard work in other words – at least initially! Persist, commit and it becomes a way of being and doing that builds your personal brand, creates the best version of yourself.
Here are 4 Steps for How You Motivate High Performance.
You Enter into A Psychological Contract with your employees.
If you want to inspire high performance in your employees, engaging with them is the first step. The psychological contract is the one that says: If you look after our organisation, we will look after you. We will help you, while you work for us, to achieve your goals and grow your career.
You Motivate Your Employee to Create A Career Development Plan.
This is the first step in catalysing their performance. You help them create it. You help them clarify their goals for their career development and set deadlines for achieving their goals.
You Help Them Align Their Goals With Those of the Organisation.
This is about helping them see how they can make a difference in the organisation which leads to their contribution being recognised and valued. This also means that they begin to work WITH you, not just FOR you. Your success is their success and their success is your success. This results in win/win outcomes.
You Coach Them To Achieve Their Goals.
You work with them to discover what motivates them. 70% of engagement in organisations is impacted by managers and yet 44% of managers do not know what motivates their employees. How can they, therefore, get the best from them? You work with their strengths, not their weaknesses. You feed-forward, rather than feed-back. You encourage self-direction and self-leadership which calls for their accountability, not just to the organisation, but to themselves.
The coaching relationship inspires, motivates and empowers them to be the best version of themselves so they can achieve the success they want.