4
- The need for attention
Some people won’t respond very long to anything if they
don’t get positive attention from it. Not that they must
constantly be “in the spotlight” — they simply need to
know that their contributions are consistently appreciated.
They need a clear cause-and-effect relationship between
good performance and favorable reviews. - The need for love
Many people must know that the leader cares about them
personally as well as professionally. These people are
motivated by knowing that the coach sees “special”
attributes in their characters or abilities. They need to feel
that the leader is grateful for them and for the type of
employee they are. Most people demonstrate this need to
some degree. The downside of this need? Delivering
criticism is a sensitive challenge to people who need to
feel cared for. Use tact, time and tenderness when
correcting these team members. - The need for justice or “rightness”
You will occasionally manage people who won’t do
anything unless it’s “correct” — organizationally or
culturally. These folks are much like the “deductive
thinkers” discussed earlier. “Why aren’t you doing the
job?” you might ask one of these people. “I didn’t know if
I should, I didn’t know if it was right,” is the response.
These people are not going to budge until they feel the
task lines up with written and even unwritten policy. Once
you assure them that the procedure is organizationally
correct (and, if necessary, ethically correct), they will
respond eagerly and well.
When you deal with someone who is primarily motivated by
emotion, find a way to tap into her basic needs. You’ll likely find
the results you want. Use charged words when communicating
with her.
The Mentoring Role: Instruction by ExampleIt is more
important to be
human than to be
important.