"Everyone is responsible for their own motivation"?? - Responsibility and limits of managerial motivation
This statement - "You are responsible for your own motivation!" - This simple yet telling statement was made by a leader at a coaching sessionand provides an excellent starting point to reflect on the nature of motivation, the role of leadership and responsibility in the workplace. This strong sentence actually made me think deeply. Is this statement true? To what extent is it the responsibility of the leader to motivate others? And how can we find a balance between individual responsibility and support from the leader?
A motivation its inner nature
The first part of the sentence, "For his motivation...", immediately makes it clear that the motivation from an internal Status. Not something that can be imposed on someone from the outside, but an inner drive that comes from within the individual. This recognition is of paramount importance for leaders. It is futile to try to motivate employees through external means (e.g. rewards, punishments) if the individual does not have the inner drive, the real motivation will not be born.
The basics of individual motivation
So the idea behind the statement is that each individual is responsible for their own inner drive, goals and commitment. It is true that the much of the motivation comes from within, as I wrote above. Personal values, goals, passions and ambitions all determine how motivated someone is in a given situation.
But is that the whole picture? Research into modern psychology and workplace culture has shown that environmental factors, leadership style and workplace dynamics play a huge role in maintaining or even losing motivation.
Emphasising responsibility
The second part of the sentence, "...each man for himself!", is the responsibility your question puts the focus on. This means that the individual is responsible for finding and maintaining their own motivation. The manager cannot do it for him or her, nor can he or she expect someone else (e.g. the company, circumstances) to provide the motivation. This approach encourages autonomy and self-direction, which are essential for successful and committed work.
The role of the leader in motivation
While it's true that no one can motivate others for them, the leadership is essential for motivation in creating an environment. Motivation is intrinsic, and it is the responsibility of the individual, the leaders still have a key role to play in motivating in creating an environment. They do not "provide" the motivation, but they create the conditions that foster intrinsic motivation unfolding.
A good leader:
- It can inspire: Inspiration often comes from a leader's credibility, vision and commitment to the team. A leader who with passion does his job, he is often able to "pass on" this passion to others.
- It supports individual goals: People feel motivated when they see that their own goals are in line with those of the organisation. To do this, the leader needs to actively listen and understand what drives each team member.
- Recognises and rewards effort: Recognition is a huge motivator. A simple "Thank you" or a well-timed feedback often works wonders.
- It builds trust: Motivation can be easily lost in an environment where trust is lacking. A leader should strive to create a supportive and trusting culture.
- It inspires with challenges: People are often more motivated when they are given tasks that are challenging but achievable. This flow the key to health.
Balance of responsibility
A managerial responsibility lies in creating an environment where team members can recognise and maximise their own motivation. However, the line should not be crossed where the leader tries to "replace" the team's internal driving force. This is unsustainable in the long term and can lead to burnout - both on the part of the leader and the team.
Individual motivation and managerial support are therefore complementary. A a leader cannot be fully responsible for the motivation of others, but it is your responsibility to create an environment where motivation can flourish.
What can a leader do?
If you feel that motivation of your team is in decline, it is worth considering the following questions:
- What feedback do I give? Do I acknowledge the team's efforts?
- How do I communicate the aims of the organisation? Do team members see their place in these goals?
- Do I give you the support and tools you need to make the team successful?
- Am I open to team members' opinions, comments and goals?
Coaching approach to motivation development
A executive coaching can be an effective tool for improving motivation. A coach with the help of managers and staff:
- They can recognise the intrinsic motivation your resources: What really interests and motivates an individual?
- They can set their goals: What do they want to achieve and how do these goals fit in with the organisation's objectives?
- They can take responsibility for their motivation: How can they maintain their motivation despite the difficulties?
- They can develop the necessary strategies: What steps should they take to to achieve their goals and maintain their motivation?
Summary
You are responsible for your own motivation! There is truth in this statement, but it is not sufficient in itself. The responsibility of leadership lies in creating a framework in which individuals can discover and fulfil their own potential. their inner motivation. A good leader recognises that motivation is not just a matter for the individual, but a shared responsibility in which a supportive environment and personal ambition reinforce each other.
A coaching approach and applying the practical advice mentioned above can help managers in this important task. The emphasis is on empowerment, autonomy and creating a supportive, trusting atmosphere. If these conditions are in place, employees will be more motivated, engaged and successful, which will ultimately benefit the organisation as a whole.
