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Visionary Leadership and Goal Setting

The document discusses three aspects of motivation: 1) Visionary leadership provides a high-level goal and communicates the vision using inclusive language and repetition. 2) Setting SMART goals that are specific, measurable, agreed upon, reasonable and time-bound increases performance by focusing effort and persistence. 3) Aligning goals with behaviors by leveraging both intrinsic and extrinsic motivations, where extrinsic rewards should not undermine creativity or intrinsic motivation and should be allocated fairly relative to peers.

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Nguyen Thanh
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56 views3 pages

Visionary Leadership and Goal Setting

The document discusses three aspects of motivation: 1) Visionary leadership provides a high-level goal and communicates the vision using inclusive language and repetition. 2) Setting SMART goals that are specific, measurable, agreed upon, reasonable and time-bound increases performance by focusing effort and persistence. 3) Aligning goals with behaviors by leveraging both intrinsic and extrinsic motivations, where extrinsic rewards should not undermine creativity or intrinsic motivation and should be allocated fairly relative to peers.

Uploaded by

Nguyen Thanh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Motivation

1. Visionary leadership: Providing a high-level goal


- Creating and communicating the vision is the most important factor for team
performance.
- Developing your vision:
 Why do we do what we do?
 Core purpose of team/org.
 Why do we exist?
 What does success look like?
 Definition of victory.
 Shared sense of direction.
 How must we act to ensure success?
 Values that define behavior.
 “Guideposts”.
- Language:
 Refer to fundamental values (e.g., loyalty, honesty, patriotism, passion ).
 Use stories, anecdotes, metaphors (add colorto what you’re saying).
 Use rhetorical questions and 3-part lists (“Here are 3 things...”).
 Express moral conviction (why is this good? who benefits from it?).
 Use inclusive language (“we”, “our” rather than “I” and “me”).
 Repeat, repeat, repeat.
- Non-verbal communication:
 Voice, rhythm, facial expressions, posture, clothing, etc.
 Vary intonation, volume, and pitch.
 Smile (genuinely).
 Maintain an open body posture.

2. Setting effective goals


- Goals increase performance:
 Focus: Goals direct effort and attention: Having goals reduces distraction from
goal-irrelevant information.
 Energizing: Goals promote effort: High goals lead to greater effort intensity than
low goals.
 Persistence: Goals increase persistence: Hard goals prolong the exertion of
effort.
 Learning: Goals facilitate discovery and use of knowledge: Goals affect action
indirectly by leading to the arousal, discovery, and/or use of task-relevant
knowledge and strategies.
- Ambitious goals can promote unethical behavior and dissatisfaction.
- Make your goal SMART:
 Specific: Clearly defined anddomain-bound (e.g., “Increase online sales in the top
3 accounts”).
 Measurable: Can be quantifiedand compared over time (e.g., “Increase sales by
10% compared to the last quarter”).
 Agreed upon: Have discussion between manager and sales rep (Note: goals are
more effective when people publicly commit).
 Reasonable: Make sure employee has necessary skills to reach goals (e.g.,
compare to historic / peer performance).
 Time bound: Provide time frame for goal completion (e.g., “Increase sales by the
end of the year”).
- Caveats:
 SMART goals are aligned with larger strategy.
 Create culture that tolerates failure.
 If the environment is complex or you’re uncertain, set less specific goals.

3. Aligning goals with behavior


- Drivers of motivation:
 Intrinsic (for enjoyment).
 Extrinsic (for external outcome).
a) Extrinsic rewards as incentives
- Monetary incentives motivate, but they are limited:
 Money has a limited effect on happiness.
 Monetary incentives can undermine creativity.
 Monetary incentives affect rule following.
 Monetary incentives can be demotivating: Rewarding an intrinsically interesting
task undermines motivation to engage in task,
 Mone is addictive.
- Extrinsic incentives don’t satisfy all needs.

b) Making incentives work


- Tie rewards to intrinsic motivation if they don’t “crowd out” intrinsic motivation.
- Align rewards with desired outcome:
 Quantity: use a mix of extrinsic and intrinsic rewards.
 Quality: use intrinsic rewards.
- Ensure that rewards are allocated fairly: Reward-effort ratios are relative to peers,
not absolute.
- Combine extrinsic incentives with autonomy.

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