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    Raising Performance through Motivation Part Three: Personality Theory

    After taking us through the content and process theories of motivation, Chartered Psychologist Dr Lynne Whatmore briefly outlines the personality theory of motivation, explaining why its link with financial rewards is so often a favoured option.

    In the first of my three articles, I looked at Content theories of motivation and suggested that, even though they still seem to merit a place in every leadership training course, there are other more modern theories that deserve just as much attention.

    Raising Performance through Motivation Part Two: Process Theories

    If the content theories of motivation are found to be wanting, to which theory can the manager turn? The answer may lie in the more complex process theories, as Chartered Psychologist Dr Lynne Whatmore explains in the second of her three articles that explores the issue of getting more from your people...

    Last month I looked at Content theories of motivation and suggested that, even though they still seem to merit a place in every leadership training course, there are other more modern theories that deserve just as much attention.

    Raising Performance through Motivation Part One: Content Theories

    What is it that motivates us? Ask many employees this question and the most frequent reply is "money". But how effective is money as a motivator? Probably not as much as most managers would like to believe.

    The fact is, motivating people at work is a very complex issue and, to really be able to use motivation techniques effectively, managers need to understand the principles behind some of the leading theories in this area.

    Leading or Managing? Or why Hannibal Lector might have been called Cecil...

    The need for real Leadership is a constant cry from Business Gurus, Union Leaders and employees. But does that mean that Management is suddenly unfashionable? Or is the relationship between the two more subtle than we thought?

    We're often asked whether the modern working environment demands leaders rather than managers. And it's a question that we are sometimes reluctant to get involved in as it presupposes a neat answer that will universally apply.

    Being Assertive does not affect your Statutory Rights

    Many individuals are often confused about whether they are acting assertively or aggressively during conflict situations. In the first of two articles on the subject, we explore the subtle difference that often separates the two and reveal the single factor that divides one clearly from the other.

    Right, here's a question for you. Think back to the last confrontation you faced. What was your reaction?

    Assertion: It ain't What You Say...

    Knowing that you're being assertive is all very fine, but how do you put it into practice? Our second article in this short series on assertion points you in the right direction, with a little help from Stella and her truculent boss, Kathy...

    A popular - but demanding - boss was once summarised by an admiring employee as: "John could tell you to go to hell, and you'd look forward to getting there."

    When Good Decisions Look Like No Decision

    Whether it's in the front-line or in the boardroom: making decisions is the lot of all who manage. Few decisions are 'black and white', but some solutions to managerial problems look a lot more attractive than others. In fact, what looks like a good decision today might well come back to haunt the same manager tomorrow...

    There's an old adage that is useful advice for anyone starting out on her or his first management role:

    "Your staff love a good decision; your staff can forgive a bad decision; your staff will never forgive no decision."

    Delegation: Are you getting enough? Part Two: How do we Delegate?

     

    Before you even consider how you are going to delegate, you must first ask yourself "Who shall I delegate this to?" The ability of the employee will dictate the level of autonomy you give them, and influence that all-important first discussion as you pass the task from your desk… to theirs.

    Last month we explored why some managers are reluctant to delegate. How fear and distrust were major factors to be surmounted if we were to successfully delegate to our team.

    Delegation: Are you getting enough? Part One: What Stops Us Delegating?

    Delegation is - potentially - one of the most valuable tools any manager has. But so often we witness the curious paradox of an over-burdened manager leading a team of under-used talent. Why does this happen? Is it really that managers don't have the time, or is it the fear of sharing the spotlight?

    For some managers, delegation may well be like sex: they get the distinct impression that others are doing it much more than they are. "I'm sorry, Emma, I've got a headache. Perhaps I could delegate something to you some other time…"

    Ten Steps to Presentation Success Part Two: That Standing Ovation!

    Ten Steps to Presentation Success Part Two: That Standing Ovation!

    Preparation over and everything is ready to go. If you followed Nina Lovatt's advice about preparation last month then you should be raring to go. Now the challenge is the delivery of the presentation itself. Once more Nina takes us through five key areas that transform your presentation from the routine to the highly memorable - for all the right reasons!

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