Page 21 - Perfect Phrases for Motivating and Rewarding

The Whys and Wisdom of Motivation: The Manager as Motivator

you feel you could succeed when you doubted yourself? An inspiring
family member? Pick one or two of these people and jot down some
characteristics that define them (such as enthusiasm, energy, calm
under fire, honesty, decisiveness, focus, flexibility, good listening
skills). You might also include some actions they took that you admire
(for example, giving back to the community, finding creative financ-
ing options to avoid layoffs, never shouting in the office). Underline
the characteristics and actions you hold as ideals. How many describe
your style? If you match up in all or most areas, great! If not, keep the
list as a reminder of worthwhile goals.
Now look at those behaviors that detract from your effectiveness
as a leader. What do you need to change? Are you typically late for
meetings? Are you known as a shouter? Although everyone mutters,
“That’s just her style,” no one appreciates it or looks forward to being
on the receiving end. You are also setting a standard. Model the
behavior you would like to see. Focus and build on those behaviors
that define a strong leader. Even if it takes time, stick with it. We all
have the capacity for change.

Being a Change Agent

Most people fear or feel intimidated by change; even positive change
can put people off-kilter. A supervisor whose feathers are easily
ruffled by the winds of change will only add to the tension. On the
other hand, a supervisor who expects the unexpected and doesn’t
get flustered is not only a calming force but also a role model for
handling change.
As a manager, supervisor, foreperson, or team leader, you feel
the winds of change as they blow in from many directions. You are
required to introduce corporate or company changes to your staff or
team. Often, you play the role of salesperson, convincing others of
the merits of a change and the benefits to them, the company, cus-
tomers or clients, and your product or service. You may have to sell a
change in which you don’t believe. Even if you’re fighting the change

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