Instead, the article then outlines a simple model of behaviour and a systematic approach to analysing how you can exert your influence to help your team to work. Behaviour Consider your behaviour. Consider the effect you would have if every morning after coffee you walked over to Jimmy's desk and told him what he was doing wrong. Probably your team will leave you alone. Your simple behaviour may result in a quagmire of errors, mis-directed activity and utter frustration.
Motivation When thinking about motivation it is important to take the long-term view.
What you need is a sustainable approach to maintain enthusiasm and commitment from your team. For example, once a fair level of pay is established, money ceases to be a significant motivator for long term performance. The point is that you can not enhance your team's performance through these Hygiene factors - which is fortunate since few team leaders have creative control over company organization or remuneration packages. What you can influence is the local environment and particularly the way in which you interact with your team. As the manager, you set the targets - and in selecting these targets, you have a dramatic effect upon your team's sense of achievement.