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Identifying motivators and demotivators
Looking after wellbeing and mental fitness is essential for dealing with stress and running a strong business, but what is resilience and how do you build it? The next few pages are packed with experience, advice and resources.
People’s motivations are defined by Maslow’s hierarchy of needs. Everyone in your team will be in a different starting place – your role is to understand where they are so you can engage their motivations.
The top three motivators in the graphic translate into being proud and fulfilled by your place in the team; being valued for your role; and the ability to develop, grow and value yourself as an individual.
These are key drivers for longterm motivation, which the leader should focus on.
Engaging motivations
A leader is the ‘chief story-telling officer’, who relates the overall team/ business goals to each person’s motivations. Why is it relevant and important to that individual?
Hold group meetings to set vision and culture, and monthly individual reviews to discuss what motivates that person, how their work can reflect this and review progress. Informal weekly chats will also help.
Demotivators
Demotivaters usually revolve around company policies, supervision, relationships with supervisor and peers, work conditions, salary, status, security, or failure to achieve the motivators as above. These are often resolved at a company level.
What makes you tick?
For you to invest the time, effort and energy to take your team with you, you need your own motivation to be high and for you to see the goals as significant to you too.
This is likely to involve selfactualisation; what is in it for you?
Shape Your Farming Future Series
Shape Your Farming Future is a series of informative and practical guides looking in-depth at issues pertinent to farmers when planning for the future.
The four in this series are supported by The Co-Op and look at Succession, Consumer Trends, Skills and Training and Building Resilience.
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