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Motivate Subordinates To Accomplish Unit Mission

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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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

FM 22-101 LEADERSHIP COUNSELING

STP 21-11-MQS

AR 600-8-22 MILITARY AWARDS

OUTLINE

IDENTIFY LEADERSHIP COMPETENCIES

MOTIVATION DEFINED

IDENTIFY MOTIVATION TECHNIQUES

IDENTIFY MOTIVATION THEORIES

GOAL SETTING

IDENTIFY EQUITY / EXPECTANCY MOTIVATION THEORIES

IDENTIFY JOB REDESIGN

MOTIVATION DEFINED

MOTIVATION IS THE CAUSE OF ACTION

MOTIVATION IS THE FORCE WHICH ENERGIZES HUMAN BEHAVIOR

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

ETHICAL STANDARD BEARER

COHESIVE SOLDIER TEAM

REWARDS AND PUNISHMENTS

REWARDS

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

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

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

PUNISHMENT

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

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

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

RECOGNIZE AND MEET SUBORDINATE NEEDS

SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS

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.

GOAL SETTING DEFINED

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

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.

EQUITY / EXPECTANCY MOTIVATION THEORIES

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

JOB REDESIGN

PRINCIPLES OF VERTICAL JOB LOADING

Remove controls but retain accountability

Increase individual's accountability

Provide a natural work unit

Granting additional authority

Provide worker progress reports

Introduce new and more difficult tasks

Assign specific or specialized tasks

CORE JOB DIMENSIONS

SKILL VARIETY

TASK IDENITY

TASK SIGNIFICANCE

AUTONOMY

FEEDBACK

SUMMARY

LEADERSHIP COMPETENCIES

MOTIVATION DEFINED

MOTIVATION TECHNIQUES

MOTIVATION THEORIES

GOAL SETTING

EQUITY / EPECTANCY MOTIVATION THEORIES

JOB REDESIGN

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.