Team Building Skills: Creating a Culture of Motivation

Of all the many team building skills to refine, building a culture of motivation must be high on the list. What team characteristics sustain high levels of motivation? The first question to be answered in a discussion of motivation is “What makes us do anything?” Why am I writing this article? Why are you reading it? Some common triggers that usually encourage anyone’s motivation are:

• Is there something in it for me?
• Will it make me feel good?
• Does it have some noble purpose or cause that inspires me; that I can commit to?

In work environments, researchers have identified some principles of motivation that leaders need to keep before them if a team is to be successful and if they are to lead well. rnOf course there are many subtleties that exist in human behavior but understanding the general principles of motivation is crucial for a leader if he wants a long-term, highly committed team. There are three key factors that create conditions for high internal motivation that apply to every team member and team leader:

1. Is the work that I’m doing viewed as meaningful or valuable so that I feel I am making a contribution?
2. Do I know the results of my work? Am I finding out how well I am doing? (or not doing?)
3. Do I feel personally responsible for my work outcomes so that I can be proud of what I do?

It is true that motivation is inherently intrinsic and the ultimate responsibility for that motivation resides within us, but it is also very possible for a successful leader to create a culture of motivation which will sustain each team members energy and commitment to that team very significantly. Creating such a culture or environment of motivation will encourage team members to feel valued, respected and affirmed for what they bring to the team. It will also increase their motivation to meet those challenges and overcome those obstacles that are part of the life of any team. An effective team leader needs to be aware of 6 key factors that can significantly influence a team’s motivation.

1. Is the team’s purpose or cause clear to every member? Does it align with their personal values and aspirations? It may be hard for a team member to align with a purpose if it is not in line with his wants and needs or his values and his motivation over time may diminish. One strategy with a lethargic team might be to stop and revisit the team’s purpose. Look for alignments and personal conflicts of value or goals. Discussion may not be comfortable but it is necessary and sooner rather than later.
2. Do team members feel a real challenge? Do they see and understand the significance of the big picture or does their role feel too mundane? Many members will say that their most rewarding team experiences resulted from some sort of challenge. The challenge itself was the motivator and its absence can cause a loss of energy.
3. Do the team members experience and express camaraderie, fellowship and loyalty? Do they genuinely like each other and work to develop and maintain their relationships. Although they are probably not aware that the research supports this as a motivation, they will understand that it’s a lot easier to support the members of your team when you have a good relationships with them.
Time spent on team building, encouraging team relationships and learning to resolve conflicts, will promote open, respectful and direct communication. This in turn will encourage team members to feel secure enough to affirm each others’ contributions, and also give appropriate care to those who are struggling
4. Does each team member have ownership of an identifiable block of work that motivates him or her to be on this team; where his skills and abilities are being used well? This is so important. Be aware however that such responsibility can be de-motivating if the consequences of error or failure are too great. If the organization, for example, has a history of punishing mistakes or creating scapegoats, then the giving of responsibility is viewed more as a negative. The short-term performance may be good (remember fear is a motivator), but long-term motivation will suffer. It is difficult to sustain a high performing team when energy is being sapped by fear.
5. Do team members feel they are growing as a team? Are they learning new concepts, adding to their skills, and stretching their minds. If this is happening motivation tends to remain high. Personal growth adds value to the team, enhancing self-esteem and self-worth.
6. Do you, as the team leader, value the importance of the above motivators enough to talk about them with your team or to use a motivation assessment tool to help them open up and be honest? You may not always like what you hear! However, it is a fact that no matter how popular or charismatic a team leader is, he or she will not be effective long term unless there is a positive culture of motivation. A team leader must work at creating an environment where expressions of encouragement, respect and affirmation are the norm; where purposes are clear and regularly revisited; where there is appropriate accountability and where kudos is given for each persons contribution. We have all seen examples of how great leaders inspire teams to accomplish the impossible. History books and Hollywood are full of these stories, and we come to honor these leaders. On closer examination however, you will find that every great leader of a team, has understood the value of encouraging each member of the team to feel valued and respected. He or she has worked to create a culture of positive motivation experienced by the whole team. At the end of the day, when the credit goes to the whole team and to what each person brought to that team, and not just to the team leader, that team leader is satisfied. His work is done and that is what makes him great.