MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION

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MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION
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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.

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REFERENCES

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

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OUTLINE

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

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VG
-
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LEADERSHIP COMPETENCIES
Technical
Soldier
and Tactical
Team
Proficiency
Development
Teaching and
Decision
Making
Counseling
Planning
Supervision
Use of
available
systems
Professional
Communication
ethics
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COMMUNICATIONS
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SUPERVISION
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TEACHING AND COUNSELING
Leaders have a responsibility to
develop subordinates
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SOLDIER TEAM DEVELOPMENT
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DECISION MAKING
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QUESTIONS?
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MOTIVATION DEFINED

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

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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

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ETHICAL STANDARD BEARER
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Q. HOW WOULD YOU SERVE AS AN ETHICAL
STANDARD BEARER?
A. Be decent and honorable
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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.
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COHESIVE SOLDIER TEAM
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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.
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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.
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REWARDS AND PUNISHMENTS
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REWARDS
REWARD INDIVIDUAL AND TEAM BEHAVIOR THAT
SUPPORTS UNIT TASKS AND MISSIONS
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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

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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

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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

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

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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

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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

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

• Punishment tends to make the individual
• more likely to avoid the behavior in the
  future

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RECOGNIZE AND MEET SUBORDINATE NEEDS
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• WHAT ARE THE FOUR BASIC NEEDS OF
• A SOLDIER?

• MAIL
• FOOD
• TIME OFF
• FINANCES

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SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS
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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.
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QUESTIONS?
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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.

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SELF ACTUALIZATION
SELF ESTEEM
SOCIAL
SAFETY/SECURITY
PHYSIOLOGICAL
MASLOWS NEED HIERARCHY
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PHYSIOLOGICAL NEEDS
FOOD, WATER, SHELTER,AIR
MASLOWS NEED HIERARCHY
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SAFETY/SECURITY
FINANCIAL, HEALTH, PHYSICAL HARM, ETC.
MASLOWS NEED HIERARCHY
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SOCIAL
FRIENDSHIP, AFFECTION, LOVE, ETC.
MASLOWS NEED HIERARCHY
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SELF ESTEM
DESIRE OF THE INDIVIDUAL TO HAVE A STABLE ,HIGH
EVALUATION OF HIMSELF/ HERSELF AND THE RESPECT OF
OTHERS
MASLOWS NEED HIERARCHY
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SELF ACTUALIZATION
THE DESIRE TO ACHIEVE SELF FULFILLMENT, DEVELOP
ONES POTENTIAL
MASLOWS NEED HIERARCHY
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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
HERZBERGS THEORIES
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QUESTIONS?
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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.
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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

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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.

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QUESTIONS?
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EQUITY / EXPECTANCY MOTIVATION THEORIES
OWN
OTHER
OTHERS OUTCOMES
OWN OUTCOMES
VS
OTHERS INPUTS
OWN INPUTS
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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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QUESTIONS?
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JOB REDESIGN
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PRINCIPLES OF VERTICAL JOB LOADING

• Remove controls but retain accountability
• Increase individuals accountability
• Provide a natural work unit
• Granting additional authority
• Provide worker progress reports
• Introduce new and more difficult tasks
• Assign specific or specialized tasks

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CORE JOB DIMENSIONS

• SKILL VARIETY
• TASK IDENITY
• TASK SIGNIFICANCE
• AUTONOMY
• FEEDBACK

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QUESTIONS?
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SUMMARY

• LEADERSHIP COMPETENCIES
• MOTIVATION DEFINED
• MOTIVATION TECHNIQUES
• MOTIVATION THEORIES
• GOAL SETTING
• EQUITY / EPECTANCY MOTIVATION THEORIES
• JOB REDESIGN

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QUESTIONS?
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CONCLUSION

• 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.