Page 166 - The John Adair Handbook of Management and Leadership

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Introduction

Getting the best from people, achieving results through individuals
and teams, maintaining consistent high performance, inspiring
oneself and others into action – all depend on the skills of motivation.
Self-motivation can be as difficult as motivating others and you
cannot have one without the other.

Adair’s 1 Be motivated yourself

2 Select people who are
eight rules in highly motivated

motivating 3 Treat each person as an
individual
people 4 Set realistic and
challenging targets

5 Remember that progress
motivates
6 Create a motivating
environment
7 Provide fair rewards

8 Give recognition

Understanding what moves an individual to action is crucial in a
manager being able to engage the will to act. Motives (which
operate the will which leads to action) are inner needs or desires
and these can be conscious, semi-conscious or unconscious. Motives
can be mixed, with several clustered around a primary motive.

156 The John Adair Handbook of Management and Leadership