MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

even in sensitive moments and that he or she will take responsibility for the team's actions.

6.5. How to increase motivation

CASE: A DEMOTIVATED TEAM

Irene, the new commercial director of Lácteos SA, finds herself at the head of a demotivated team. There is a general lack of interest, a certain brusqueness in the way they deal with each other, a high level of sick leave... He set out to find a solution and the first thing he did was to talk to each of the members individually before talking to all of them as a group. This has allowed him to discover, on the one hand, what the needs are at the individual level, and on the other hand, to find out the cause of the team's disinterest. On this basis, he designed a restructuring of tasks and functions.

The task

True motivation is obtained when we perceive that the task to be performed is attractive. Irene starts from this premise and from here she sets out:

• Set difficult but achievable goals. • Diversify the task, avoid monotony; this will require a high degree of involvement of the team leader in organising the work. • Distribute the type of tasks appropriately; it is important that the individual perceives that there is a place for each professional.

Participation

A well-paid workforce is not enough. The employee must feel that he/she is part of the overall project, it is important that he/she feels that he/she shares in the possible successes or failures. The employee must feel that he/she is not working for a boss, but for a project of which he/she is an active part.

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