Underestimated inspiration
In a world where management strategies are evolving , traditional philosophies are being put to the test . Louis Fourie , founding partner of the Regarding my Life Programme , takes a closer look at the untapped potential of motivating and engaging teams beyond the confines of incentives and penalties .
Current and future professional individuals shoulder the responsibility of managing people . It is within their domain to guide and unite diverse groups towards achieving desired outcomes most effectively . As managers , they face the primary challenge of consistently motivating , engaging and energising their teams .
Traditional management philosophy rests on a simple proposition : People respond positively to incentives and will do their utmost to avoid penalties . According to this notion , all one needs to do is design a reward system encouraging desired behaviour while implementing punitive measures to discourage conduct one disapproves of .
Over time , elaborate systems of reward and punishment , known as “ carrot and stick ”, have been developed to drive “ push-andpull ” engines of control . These practices have even found their way into education systems and parenting styles .
Undoubtedly , this approach has its merits in specific contexts . It suits scenarios where tasks resemble a horse pulling a cart , a hunter-gatherer pursuing prey while evading predators , or a labourer performing basic work on a factory floor .
However , a new debate has emerged in the past couple of decades . This discussion questions the effectiveness of “ extrinsic ” motivators in truly unleashing the potential of knowledge workers . Managers have increasingly recognised the significance of intrinsic factors that promote excellence , transcending the influence of bonuses , promises of organisational status and disciplinary fears or threats .
While this debate continues , two prevailing opinions warrant consideration for professional managers .
Firstly , it appears that individuals exhibit heightened enthusiasm and productivity when granted a certain degree of self-direction rather than being confined to rigid workplace compliance . In other words , when they are clear about the tasks at hand and the expected quality of work but are given ample discretion regarding how , when and where they complete these tasks .
To implement this model successfully , management must prioritise clarifying desired outcomes instead of merely providing instructions and overseeing inputs .
“ It is essential to foster an environment enabling individuals to deliver their best work in their preferred manner .
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Moreover , managers should shift their management style from one of command and control to an expectation of professional
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