Come motivare chi non è motivato: cosa può fare un leader

How do you motivate someone who isn't motivated? What can a leader do in these cases? These questions often come to me from managers and entrepreneurs who aspire to be leaders. Many people think that the root of motivation lies solely within the individual. However, I'd like to suggest two useful questions to ask yourself in these cases when you're a leader: 00:35 1) What could be 20 other explanations for your coworker or employee's lack of motivation? There must be 20, so the explanation "it's their own fault that they're unmotivated" isn't enough and should be ruled out from the outset. Labeling someone as "unmotivated" risks creating a self-fulfilling prophecy. Furthermore, if you believe someone is behaving this way because "it's their own fault," you're failing to fulfill the leader's role: helping people become the best versions of themselves. 3:15 2) Am I working to motivate my coworker or to inspire them? The mental shift I suggest is to think less about "why isn't that person motivated?" and more about "how can I inspire them?" Ask yourself: what more can you do to create an environment that inspires your employees? If you don't take care of your employees now, they won't take care of you tomorrow. Focusing solely on people's motivation leads us to a narrow view of the situation. A good leader is capable of inspiring people, valuing them, and giving them a sense of purpose. Do you agree? :-) What do you do to be a good leader? USEFUL LINKS: Subscribe to the SkillFactor newsletter to follow a path that will make you a better leader https://skillfactor.it/newsletter/ #skillfactor #motivation #leadership --- "Motivation. Many leaders see the root of this issue within the individual. But is it really always the right explanation? I'd like to pose two questions that managers and leaders, or aspiring leaders, should ask themselves. First, let's ask ourselves: "What could be 20 other explanations for why that specific employee is behaving this way?" Mind you, I said 20, not 1, so the explanation "it's his own fault that he's unmotivated" isn't enough. In fact, that's the reason you should rule out right from the start. For at least two reasons. The first is that if you label him as "unmotivated," it's very easy for that label to become a self-fulfilling prophecy. The employee feels abandoned and begins to fall into disarray, demotivating himself. The second reason is that if you If you believe someone is behaving this way because "it's their fault," then you're giving up the power to transform them into the best version of themselves. That is, when I think you're worthless, I start acting towards you as if you really were worthless. This way, I'll have a hard time getting anywhere. If, on the other hand, I approach you thinking you could be a champion, then I approach you with curiosity, with energy... and these ingredients will help us ensure that your hidden potential emerges. Maybe they're unmotivated because they're not in the right environment, maybe they don't feel part of the company culture. So, if you start thinking beyond "it's their fault," you'll begin to picture a whole series of causes over which you have significant scope. A second very useful question that leaders who listen should ask themselves is: am I working to motivate my collaborator or to inspire them? The mental shift I suggest is to think less about "why isn't that person motivated?" And more to "how can I inspire her?" Because you can motivate people with the stick or the carrot, or by offering them rewards, or by threatening and punishing them. But let's think about it for a moment: are you sure you'll actually get the desired behavior this way? Well, maybe you will... but how long do you think this behavior will last? So we need to ask ourselves: what more can you do to create an environment that inspires your employees? If you don't take care of your employees now, they won't take care of you tomorrow. If you don't take responsibility for their motivation now, they won't take responsibility for your results tomorrow. And vice versa. It's a fact: focusing only on people's motivation leads us to have a reductive view of the situation. We must learn to inspire people. We must give them a sense of purpose. We must make them feel important, taken into consideration, listened to and understood, accepted. We must make them feel like an important part of a team, or even a family... not just executors. I hope Having given you some ideas on how to start learning more about this topic, I'll leave you a couple of links in the description to delve deeper into this topic. That's all for today, we'll see you next time ;-)