Motivate Subordinates To Accomplish Unit Mission
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MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION
PURPOSE
It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.
REFERENCES
FM 22-100 ARMY LEADERSHIP
FM 22-101 LEADERSHIP COUNSELING
STP 21-11-MQS
AR 600-8-22 MILITARY AWARDS
OUTLINE
IDENTIFY LEADERSHIP COMPETENCIES
MOTIVATION DEFINED
IDENTIFY MOTIVATION TECHNIQUES
IDENTIFY MOTIVATION THEORIES
GOAL SETTING
IDENTIFY EQUITY / EXPECTANCY MOTIVATION THEORIES
IDENTIFY JOB REDESIGN
MOTIVATION DEFINED
MOTIVATION IS THE CAUSE OF ACTION
MOTIVATION IS THE FORCE WHICH ENERGIZES HUMAN BEHAVIOR
MOTIVATION TECHNIQUES
SERVING AS THE ETHICAL STANDARD BEARER
DEVELOPING COHESIVE SOLDIER TEAMS
REWARDING AND PUNISHING
RECOGNIZE AND MEET SUBORDINATE NEEDS
SERVE AS, AND DEVELOP POSITIVE ROLE MODELS
ETHICAL STANDARD BEARER
COHESIVE SOLDIER TEAM
REWARDS AND PUNISHMENTS
REWARDS
POSITIVE TOOLS OF MOTIVATION
Set the example
Establish clear goals and objectives
Obtain recommendations from every leader in the chain on rewards, schooling, and awards
Use the established awards system to the maximum
POSITIVE TOOLS OF MOTIVATION (CONT)
Create unit level certificates or awards for individuals and/ or units
Reward the desired behavior of an individual or group promptly
Present awards at a retreat, parade, or some other appropriate unit ceremony
POSITIVE TOOLS OF MOTIVATION (CONT)
Give verbal praise liberally
Develop awards and ways of recognizing the majority of your soldiers who consistently meet or exceed the standard
Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards
PUNISHMENT
SPOT CORRECTIONS
Doing something wrong (example- failure to render a proper hand salute)
Why wrong (what regulation covers, FM, AR, etc.)
What could happen if he continues to perform not to standard (Uniform Code of Military Justice)
Action documented on counseling form
NEGATIVE TOOLS OF MOTIVATION
Give warnings about inappropriate behavior
Use verbal and written reprimands when appropriate
Ensure that every leader in the chain of command is involved in the process of judicial or non-judicial disciplinary action
NEGATIVE TOOLS OF MOTIVATION (CONT)
Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense
Direct the punishment or counseling at the behavior, not the subordinate
The subordinate must know the desired behavior and be able to perform it acceptably
RECOGNIZE AND MEET SUBORDINATE NEEDS
SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS
MOTIVATION THEORIES
The needs theories of motivation considered to be the most popular
The underlying concept of all needs approaches is that a need that is unsatisfied creates a state of internal disequilibrium which is uncomfortable for the individual. This approach assumes that human beings constantly seek a state of equilibrium.
GOAL SETTING DEFINED
GOAL SETTING IS APPROPRIATE WHEN:
The goals are specific and require higher level effort and performance
Subordinates and supervisors are committed to the goals
The goals are legitimate for the organization
The goals are accompanied by concrete feedback
The leadership does not see the goal setting process as a loss of power
IS GOAL SETTING APPROPRIATE?
Situation 1: Your supervisor believes that he/she should make all decisions.
Situation 2: Your organization serves as the project office for the commander. It is hard to predict what next project will be and the office is constantly under time pressure.
EQUITY / EXPECTANCY MOTIVATION THEORIES
EQUITY RESTORATION STRATEGIES
1. CHANGE INPUT
2. CHANGE OUTPUT
3. DISTORT INPUTS AND OUTCOMES
4. CHANGE THE COMPARISON OTHER
5. ACT ON THE COMPARISON OTHER
6. QUIT
JOB REDESIGN
PRINCIPLES OF VERTICAL JOB LOADING
Remove controls but retain accountability
Increase individual’s accountability
Provide a natural work unit
Granting additional authority
Provide worker progress reports
Introduce new and more difficult tasks
Assign specific or specialized tasks
CORE JOB DIMENSIONS
SKILL VARIETY
TASK IDENITY
TASK SIGNIFICANCE
AUTONOMY
FEEDBACK
SUMMARY
LEADERSHIP COMPETENCIES
MOTIVATION DEFINED
MOTIVATION TECHNIQUES
MOTIVATION THEORIES
GOAL SETTING
EQUITY / EPECTANCY MOTIVATION THEORIES
JOB REDESIGN
CONCLUSION
It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.
