Motivate to a Progressively Higher Level

"We're tied by straw and think it's chain."

Motivation is the by-product of desire. Desire and motivation can't be separated. They are always at the same level. Motivation, true motivation, can't be cranked up any higher than the level of desire. To best understand how desire increases, and motivation along with it, you must know the three levels of motivation.

Level One: Compliance

         The lowest level is compliance. Compliance is doing something because you were told to, without much motivation or personal desire. Character is not built at the compliance level.

         "Because I said so" is about all of the management ability needed to get somebody to Level One. Simply order the person around as if he or she can't think or reason and has no special ability or investement in getting the job done, other than to avoid being fired.

Level Two: Goal Identification

          The next higher level is identification with the goal. Identification gives the individual a feeling of investment in the goal and produces increased desire and motivation.

          To help people reach Level Two, you must clearly and simply communicate the benefits of achieving the goal. Discuss with them why the job needs to be done and how it is in the best interest for all to do it well. When there is something  to gain, people invest more. Many a company turnaround has started at this level.

Level Three: Commitment 

           The highest level of motivation is commitment. There is no greater motivation than when someone feels the goal is truly his or her own.

           To reach Level Three, a person needs to understand why he or she is uniquely sutied for the task. Show that person how his or her strengths (not yours) can be used to help achieve the goal. Not only will that person feel there is a personal benefit for a job well done, she or he will also bring a part of himself or herself to the job.

            Nobody in your organization will be able to sustain a level of motivation higher than you have as the leader. These three activities will help you motivate to the next highest level:

Rate each team member's motivation: Who's only at Level One? Who's at Level Two? Who's at Level Three?

Find out about personal goals: Ask each team member what his or her personal goals are. If they'll work on personal goals, they are more apt to work on company goals.

Coach each person:  Use the strengths you now know that each individual has, to help him or her achieve the desired personal or comapny goal.

Coaching in Modern Times

Coach, Role Model, Counsellor, Supporter, Guide...do these words ring a bell? Being a
coach involves being a role model, sometimes a counsellor or supporter, and always a
guide. Coaching is based on a partnership that involves giving both support and
challenging opportunities to employees. Knowing how and when to coach is an essential
skill that can benefit both you and your organization

There are two schools of thought about coaching. One school suggests that the person being coached has all the answers. We just help them find that answer. We are a facilitator.


The other school of thought suggests that we have an obligation to share some of what we have already learned. We are more of a partner in the coaching process.

For our purposes here today, coaching is based on a partnership that involves giving both
support and challenging opportunities to employees.

Knowing how and when to coach is an essential skill that can benefit both you and your
organization.

Coaching is still a relatively new skill in a supervisor’s tool box, and how we coach has changed over the years. However, effective managers at all levels recognize the need to develop the employees they supervise. By helping others expand their capabilities and
improve their performance, managers and supervisors have more time to work on the things that will improve their own performance.

Managers and supervisors who are most effective at developing employees have incorporated the skill of coaching into their management style.

Coaching should not be confused with career counselling or performance reviews.
Although coaching is related to both these activities, it differs in that it is the day-to-day
hands-on process of helping employees recognize their opportunities to improve their
performance and their capabilities.

This skill resembles on-the-job training but goes beyond this and requires you to have
skills that allow you to analyse ways to improve performance, plan mutually acceptable
actions, create a supportive and helpful climate and influence employees to change
behaviour in positive ways.

Critical skills:
 Interpersonal communication skills
 Helping skills
 Mentoring skills
 Teaching skills
 Challenging skills

Those interpersonal skills are extremely critical. If your employees feel like you aren’t
approachable, and they can’t talk to you, none of the other skillsare going to matter very
much. Now, let’s deal with the other four skills.

Helping Skills
 Give your employees some problem solving tools, such as determining pros/cons
of various options.
 Ask them to identify options and make a recommendation as to which option they
favour, and then analyse the consequences of each option.
 Become good at asking questions and probing.
 Stay open-minded if their ideas aren’t your ideas.

Mentoring Skills
 Find ways of introducing them to other people in the organization.
 Arrange for them to sit in on meetings that would be of interest to them, when
appropriate.
 Help them find other mentors in areas where you have very little knowledge and
they have interests.
 Talk about their future with them so you can learn more about what they want to
do and help them see opportunities for getting there.
 Keep your eyes open for positions they might be interested in applying for.

Teaching Skills
 If I find myself often in a “teaching” position and I’m not very good at it, I might
want some training in teaching skills.
 Be patient.
 When they make mistakes, use these as learning opportunities for the employee.
 Encourage them to try their new skills at every opportunity.

Challenging Skills
 Remember that my role as a coach is to help an employee reach their potential.
 Be certain I’m clear in my own mind what I expect my employee to do and then
discuss those expectations with the employee.
 Spend a little time with the employee so I have a better sense of progress.
 Help them set SMART goals and put a plan in place for reaching these goals.
Make them accountable.

Remember, coaching is an art in which science must be applied...Let this be a guiding principle to all of you who value and understand the importance of caoching in the corporate world.

Federal Land raises the bar in building quality homes for the Filipino family

Shopping for a new home has become somewhat of a challenge nowadays ofr some, what with the mushrooming of different residential communities in the metro left and right.

But to a more sophisticated and informed home buyer, it's obvious that not all residential units are created equal. Some are just built from a foundation of unparalleled quality, effective functionality and dynamic style.

This is what has allowed Federal Land - owner, developer and manager of quality residential, commercial and retail developments - to continue building a place the Filipino can call home for more that three decades.

Suddenly, choosing a home to build a future for the family has become stronger.

Our President, Mr. Alfred V. Ty once said, "We treat real estat like banking, both are built on trust. Our clients can bank on Federal Land's credibility to deliver our projects. Our clients, then and now, can attest to that.

Lastly, "We will continue to build more homes that the Filipino can truly call - not just a house - but a home where the future of his family rests. We will remain to be the trusted developer, providing the excellent customer service and reliability we're known for."

Federal Land, then and now, providing unmatched standard of living remain at its core!