Developing Self-Motivation and Initiative in Others

2016-06-15T15:22:59-04:00

To accomplish goals consistently, leaders need to maintain motivation within the team. However, motivating others isn’t as difficult as teaching others to motivate themselves – to be self-motivated. Good leader develop the competence and commitment of their people so that they are self-motivated rather than dependent on their leaders for motivation and initiative. Leaders need to learn to empower their subordinates.

People usually want the opportunity to be responsible for their own work and to be creative. Most people want to be empowered. Leaders can empower followers by training them for a job, providing them with the necessary skills to perform alone, and by giving them the necessary resources, authority, and goals in order for them to accomplish the task without assistance. Empowering followers is a forceful statement of trust in their abilities and one of the best ways to develop future leaders. Empowerment implies accepting the responsibility and freedom to act alone and create.

The Army has an expression: “You can delegate authority but not responsibility.” I think that this can apply to empowering followers and giving them direction. They need the authority to get the job done, yet the responsibility still belongs to the leader. Leaders cannot turn around and blame the followers if things go wrong. The follower needs to know he/she will not be punished for taking the initiative. Therefore, the leader must back up the follower. Failure is the best teacher and is a necessary component of training.

One of the greatest challenges for a leader is to encourage followers to exercise initiative. Followers can often be reluctant to recognize that a situation calls for them to accept more responsibility and step forward. Leaders can set the conditions for initiative by guiding others through independent, critical thinking. By doing so, they can build confidence in their followers’ competence and ability to solve problems.

I, myself, have had to build confidence in my subordinates. After retiring from active duty, I was the Director for Environmental Services at a long-term care facility. I had responsibility for facility maintenance, housekeeping, and security. The maintenance staff would often call me in the middle of the night regarding an emergency that required outside assistance. The previous policy was, “Only the director could call outside resources.” The maintenance employees in the facility were fully qualified to determine when outside assistance was needed - much better than I could living 30 miles away in the suburbs. I quickly changed that policy to allow the maintenance staff to call for outside assistance in an emergency after hours. Sometimes mistakes were made, but I always backed up their decisions. This change empowered the maintenance staff to work independently and build trust. It also let me get more sleep.

Encouraging followers to be self-motivated is a challenge but a necessary task for leaders.

Response by Col Joel Anderson made Jun 15 at 2016 3:57 PM

2016-06-15T15:57:07-04:00

Thanks for the insights. I am re-reading “How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way” by Roger Connors and Tom Smith. May be some nuggets of wisdom in it for some of you. One that came out early on was a discussion on “How did that Happen” which underscored a typical approach towards blame, denial and a propensity to shift responsibility and accountability. As the discussion progressed, they question was changed to “How did I let that happen” which opened up the perspective to the true components of cause and effect.

Response by SGT Private RallyPoint Member made Jun 15 at 2016 4:25 PM

2016-06-15T16:25:01-04:00

You were just to lazy to get out of bed!

Response by LCpl Private RallyPoint Member made Jun 15 at 2016 4:32 PM

2016-06-15T16:32:24-04:00

Very intriguing idea, I see a potential flaw though. Once your subordinates reach a certain level of autonomy, you would theoretically be rendered inessential. If they no longer need your insight or philosophies, and assuming they were taught well, your subordinates/subordinate leaders will realize that it is no longer economically viable to retain you as a leadership asset. The only way I can theorize preventing this is to propagandize a quasi-Stockholm's syndrome in your followers. This would be simple and almost effortless throughout your time in the organization/company, just gain their respect. Your thoughts?

Response by Cpl Mark A. Morris made Jun 15 at 2016 6:06 PM

2016-06-15T18:06:23-04:00

Interesting post and read LTC Anderson.

To me, it is always helpful to be alerted to leadership styles and a reminder to be professional, courteous and an example to others.

Kind Regards,

Mark A. Morris BS, RDMS, RVT

Response by SFC Private RallyPoint Member made Jun 16 at 2016 10:21 AM

2016-06-16T10:21:10-04:00

It's not hard to for subordinates to develop self motivation in themselves. As a leader, if you show compassion and genuine care for your Soldiers, they will do what it takes to accomplish any task or mission set forth.

Response by LTC Private RallyPoint Member made Jun 18 at 2016 1:31 PM

2016-06-18T13:31:43-04:00

Character, presence, intellect; leads, develops, achieves,

Response by SSG Jess Peters made Sep 17 at 2018 2:20 PM

2018-09-17T14:20:51-04:00

I've read a lot f these comments. I see a lot of theory and well written college level drivel. The fact is experience and examples of how these ideas are applied in real life experience would be far more helpful. Many of the comments I have read you can find in any number of leadership books. NCO's deal with direct contact with soldiers on a daily basis. We are held directly responsible for our crews performance. To often new Lts fresh from College ROTC, or West point had lots of theory. To often being overbearing and abusive to their NCO's and soldiers. Leadership in real world is far different than what you learn in college. I think some expect us all to act like cadets at the academy. Nope, doesn't happen.

Response by SSG Jess Peters made Sep 19 at 2018 10:08 PM

2018-09-19T22:08:28-04:00

When a SP4 would ask me about getting promotion I often told them you must be a leader first. Sometimes they would be a bit confused by the answer.
I explained that being a Sgt does not make you a leader, it makes you a sergeant. Before I recommend you for promotion I expect to see some initiative to get things done, not wait to be told. Just doing your job is not enough. Minimum standards are not enough. You must strive to do every task to the best of your ability. In most cases this brought about immediate improvement in behavior and standards if they seriously wanted promotion.