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MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION

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

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MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION

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  1. MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION

  2. 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.

  3. REFERENCES • FM 22-100 ARMY LEADERSHIP • FM 22-101 LEADERSHIP COUNSELING • STP 21-11-MQS • AR 600-8-22 MILITARY AWARDS

  4. OUTLINE • IDENTIFY LEADERSHIP COMPETENCIES • MOTIVATION DEFINED • IDENTIFY MOTIVATION TECHNIQUES • IDENTIFY MOTIVATION THEORIES • GOAL SETTING • IDENTIFY EQUITY / EXPECTANCY MOTIVATION THEORIES • IDENTIFY JOB REDESIGN

  5. VG - 1 LEADERSHIP COMPETENCIES Technical Soldier and Tactical Team Proficiency Development Teaching and Decision Making Counseling Planning Supervision Use of available systems Professional Communication ethics

  6. COMMUNICATIONS

  7. SUPERVISION

  8. TEACHING AND COUNSELING Leaders have a responsibility to develop subordinates

  9. SOLDIER TEAM DEVELOPMENT

  10. DECISION MAKING

  11. QUESTIONS?

  12. MOTIVATION DEFINED • MOTIVATION IS THE CAUSE OF ACTION • MOTIVATION IS THE FORCE WHICH ENERGIZES HUMAN BEHAVIOR

  13. 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

  14. ETHICAL STANDARD BEARER

  15. Q. HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER? A. Be decent and honorable

  16. Q. WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL? A.Will lack confidence, self discipline, and constantly avoid doing the right thing.

  17. COHESIVE SOLDIER TEAM

  18. Q. WHY WOULD DEVELOPING COHESIVE SOLDIER TEAMS BE A MOTIVATION TECHNIQUE? A. Soldiers do not perform just for themselves. They want to be part of a successful unit or team. Soldiers in a cohesive soldier team are confident in their equipment, buddies, leaders and training. Soldiers tend to perform heroic actions but do so to keep themselves and their buddies alive.

  19. Q. WHAT ARE SOME THINGS WHICH YOU CAN DO TO DEVELOP A COHESIVE TEAM ? A. Train together; Develop a team; Give the team an identity and Worth; Participate in sports and social activities, etc.

  20. REWARDS AND PUNISHMENTS

  21. REWARDS REWARD INDIVIDUAL AND TEAM BEHAVIOR THAT SUPPORTS UNIT TASKS AND MISSIONS

  22. 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

  23. 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

  24. 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

  25. PUNISHMENT PUNISH SOLDIERS WHO BEHAVE IN A WAY THAT IS COUNTER TO UNIT TASKS, MISSIONS, AND STANDARDS

  26. 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

  27. 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

  28. 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

  29. Q. HOW CAN REWARDS BE USED FOR MOTIVATION? A. Rewards make individuals more likely to continue a desired behavior.

  30. Q. HOW CAN PUNISHMENTS BE USED FOR MOTIVATION? • Punishment tends to make the individual • more likely to avoid the behavior in the future

  31. RECOGNIZE AND MEET SUBORDINATE NEEDS

  32. WHAT ARE THE FOUR BASIC NEEDS OF • A SOLDIER? • MAIL • FOOD • TIME OFF • FINANCES

  33. SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS

  34. Q.WHY IS IT SO IMPORTANT TO BE A POSITIVE ROLE MODEL? A. Subordinates observe, and want to look up to leaders. Your action speak louder than your words.

  35. QUESTIONS?

  36. 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.

  37. SELF ACTUALIZATION SELF ESTEEM SOCIAL SAFETY/SECURITY PHYSIOLOGICAL MASLOW’S NEED HIERARCHY

  38. PHYSIOLOGICAL NEEDS FOOD, WATER, SHELTER,AIR MASLOW’S NEED HIERARCHY

  39. SAFETY/SECURITY FINANCIAL, HEALTH, PHYSICAL HARM, ETC. MASLOW’S NEED HIERARCHY

  40. SOCIAL FRIENDSHIP, AFFECTION, LOVE, ETC. MASLOW’S NEED HIERARCHY

  41. SELF ESTEM DESIRE OF THE INDIVIDUAL TO HAVE A STABLE ,HIGH EVALUATION OF HIMSELF/ HERSELF AND THE RESPECT OF OTHERS MASLOW’S NEED HIERARCHY

  42. SELF ACTUALIZATION THE DESIRE TO ACHIEVE SELF FULFILLMENT, DEVELOP ONE’S POTENTIAL MASLOW’S NEED HIERARCHY

  43. Self-Actualization Growth Motivational Factors Self Esteem (Self) Self-Esteem (Others) Relatedness Social Maintenance Factors Security Safety Existence Physiological ALDERFER MASLOW H ERZBERG COMPARISON OF ALDERFER, MASLOW AND HERZBERG’S THEORIES

  44. QUESTIONS?

  45. GOAL SETTING DEFINED “Goal setting is a process where leaders and their subordinates jointly identify common objectives, define subordinates’ major areas of responsibility in terms of the results expected, through mutual agreement obtain the subordinates’ personal commitment, and use these objectives as guides for operating the unit and assessing the contribution of each of its members.”

  46. 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

  47. 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.

  48. QUESTIONS?

  49. EQUITY / EXPECTANCY MOTIVATION THEORIES OWN OTHER OTHER’S OUTCOMES OWN OUTCOMES VS OWN INPUTS OTHER’S INPUTS

  50. 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

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