In each situation in each call, on each claim in each response that I share with a client, in every interaction with my group work, etc., choose to motivate me or discourage me. This explains in part why the same action – for example an incentive – has much value to an average for another person and scarce for a third. Front of an incentive there is a trial of personal value, an internal conversation and a result which consists of a decision: motivates me not motivates me. The scheme is as follows: observation/Opinion. Action. Result when the results – in this case the level of motivation of staff of the contact – do not satisfy us, leaders and the organization went looking to actions that are behind these results. In the most of the time when we see this correlation, change some of those actions by others for best results, something that in fact happen at least for a time. Rarely headed instead look to the ideas that we have about the motivation, what is meant by motivation, what we say and especially what value judgements sustain it.
If our idea is that the motivation is something external that happens to people, which depends on the actions that the organization conducts to achieve will and persistence, there will be some actions that we will be possible (especially work to generate incentives on a permanent basis) and not others. If our idea instead is the motivation of our people there in a very personal component, beyond the organizational efforts in this regard, there will be other new shares that will be possible from this point of view, but that are outside the first option. For example: create spaces for listening and sharing about what motivates our people individually, to discover the discussions and the value judgments they make about what motivates them or not, raise the motivation as a skill that can help develop, and as such can be coachear, etc. Raise the level of motivation of individuals of the contact-center is a very good goal of coaching work. What can coaching do then?: Detect conversations of no-posibilidad in relation to what motivates.
Help design new conversations that open new possibilities. Develop the self-motivation as a skill of emotional intelligence. Identify the views that lead to be unmotivated. Generate new opinions based on broader motivation visions. Identify the associated emotions to the motivation. Generate motivational emotional contexts. Designing motivational talks. Recognize the process of decision about what motivates. Personally intervene in that process. Change the place of victims by the people responsible for our motivation. Decrease stress. Increase the satisfaction of customers. Etc. The proposal isn’t to put aside efforts by encouraging its people to perform the actions that are expected, but adding possibilities for intervention at individual and group level to develop self-motivation organizational. To conclude I believe that leaders in general and in particular areas of contact, have enormous potential to work to raise and maintain the motivation of its people, using tools of coaching, talking, learning more about its people, asking, listening, showing and proposing motivation as capable of self-development. Sources: ontology of language. R Echeverria. Ed. Granica original author and source of the article.