BULDING THE FUTURE
Chapter I. Leadership Skills
Motivation and Leadership
One of the greatest assets an organization can have is motivated people. The question for many leaders is "what turns on motivation in people?" Unfortunately, there isn't a switch. Motivation comes from within, but a leader can help to create an environment that encourages high energy and motivated members.
Members Needs
A person joins an organization because they believe they will gain from being there. They have asked themselves the question, "What's in it for me?" and found a positive answer. The opportunity to fulfill personal needs gives the member a reason to join and stay with an organization. If the leader understands the personal needs of each member they will be on their way to understanding what motivates each member.
Abraham Maslow developed a theory related to an individual's needs, called Maslow's Hierarchy of Needs. These needs are found in each person. At the base of the triangle are the highest priority needs (physical and security), the ones that a person is motivated to fulfill first. They won't care about the other three needs in the triangle until their security and physical needs (e.g., food, shelter, clothing and safety) are met.
Most members join an organization to fulfill some need in the upper three levels of the triangle (social, ego and self actualization). Some members may be involved because they want to be with friends, the social level. Others may be involved because of the recognition they receive, the ego level. Those members with a self-actualization need, are those involved to develop themselves, to learn something new or to reach their potential by using a hidden skill or talent. Each of us has needs. Consciously or unconsciously, we set priorities to fulfill these needs. Once a need is met, it no longer is a motivator and our motivation shifts to another need. If an organization is not filling the needs of the member, then the member may become dissatisfied and ultimately leave the organization. It's an ongoing leadership task to stay in touch with members' needs and to see that the organization is meeting these needs.
Be aware that there are some individual needs which can't be met by the organization. The organization should stay focused on its purpose and not exist to meet the individual needs of one or two members.
Window of Work
People aren't predictable. They react to different situations in different ways. The simplest way to find out the needs of each member is to ask. Remember people's needs change. Activities, programs and tasks should be developed to utilize members and recognize the variety of individual needs in your organization.
The following exercise can be used with members to determine their needs. A piece of plain paper is divided into three sections: Skills I Have, Interests I Want to Develop and Things I Don't Like to Do. The member is asked to write under Skills I Have all the things that they enjoy doing. Under Interests I Want to Develop, they jot down things they would like to learn. The Things I Don't Like to Do section allows members to outline tasks or activities that they don't like and don't want to do for the organization.
| (I enjoy) | (I want to) | (I don't want to) |
| gardening | learn about traditional herbs | work in a booth |
| meeting new people | operate a video camera | do bookkeeping |
| socializing | do public speaking | count money |
| taking pictures | join a committee | bake pies |
Match the needs to the task
Once the member's needs have been identified, help fulfill those needs for the benefit of the member and the organization. Jenna might, for example, enjoy organizing a workshop on traditional herbs since she has identified it as an Interest I Want to Develop. She benefits by fulfilling her needs and the organization benefits from having an enthusiastic member organize an educational event.
Evaluate your Organization
Take an objective look at your organization. Some procedures or practices can either help or hinder motivation.
Are your meetings interesting?
Interesting meetings help create a motivating environment. Ask your members for ideas on how to create meetings that are right for them. Read about ways to improve meetings. Have a guest speaker provide new ideas to make meetings more stimulating for all those attending.
Involve members in goal setting
Review the organization's goals regularly. Members are more motivated and committed to achieving goals if they participate in creating them.
Use job descriptions
Written job descriptions are an excellent tool. If members see what's expected of them, they are clear about the job they are undertaking. A job description helps the leader match the right person to the task.
Modify tasks
The tasks may need to be changed or modified to accommodate what members are looking for. Even the job of "clean-up" can be changed to involve socializing. This may help to motivate volunteers.
Provide variety
A new task or working with someone new can be motivating for an experienced volunteer.
Give recognition
Make sure members are appropriately recognized for their contributions. Recognition is a need and a motivator for many individuals. Be creative in your recognition and match it to the needs of the members.
Be flexible
Ask if the organization can provide the environment or facilities to accommodate the volunteer's needs and schedule. For example: child care, wheelchair access or car-pooling.
Leadership
A positive attitude is a must in a leader. An organization's morale is affected by the leader's attitude. Not only must a leader be positive, but they must also be determined to change negative experiences of the group into growing experiences. A leader should know the members. Each member is equally important to the success of an organization. Provide a personal touch to your leadership by making an effort to know each member by name. Respect each member for his or her abilities - everyone has something to contribute. A little encouragement from the leader can bring forward a member's abilities for the benefit of the organization.
Summary
Understanding the needs of individual members helps you develop programs that involve many
enthusiastic, committed and motivated volunteers. Your organization will be using its' best asset to its full potential.
© 2001 Metis Nation of the South
Permission is granted for this electronic book to be distributed freely provided
it remains in its complete form, unaltered and intact, and no charge is made for it.
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