How to motivate project team

More and more often we hear that the main task of the manager in personnel management is motivation. At the same time, non-material motivation is placed higher than material motivation.

There are several reasons for this. First, non-material motivation affects such sections of psychology as self-realization, responsibility, involvement and interest. And this motivates a person more than money.

Secondly, it allows the company to save significant funds. But there are many"buts".

In business, it's easy to become a cynic, especially when you're surrounded by fake people. People who only pretend that they are interested in their tasks and they are worried about the company.

Most of them play corporate games, trying to climb up the career ladder or get their bonus.

A separate story with the so-called corporate culture, where corporate posters with motivating statements are easily ridiculed if the actions of management do not reflect brilliant images and quotes.

It is best to build motivation on personal example. As Albert Einstein said, "A personal example is not the main thing in influencing others. That's the only thing." This means that each leader can inspire his subordinates with his own actions. In a project, the project manager plays a major role in motivating and inspiring the project team. Below we will share ten ways to achieve this:

The project team should have a clear and achievable goal. Unrealistic goals can help when you're developing your personal goals, but when you're inspiring project teams, people need to understand exactly how they're going to get from point A to point B, and most importantly, believe that it's possible.
Encourage the contribution of each member of the project team to the work. Remember how nice it was to know at school the recognition of your successes on the part of the teacher. You shivered with joy all day and practically flew home. It doesn't cost anything to tell people how they do their jobs. Acknowledging that they are performing well and offering them ideas to improve productivity is important.
Wear a "white hat" and leave a "black hat" at home. Maybe you've played a game where you wear different hats when you take on different roles? Black Hat starts with negatives and tells you everything that's going badly. This is a person capable of disrupting the generation of ideas in any meeting. When you inspire a band, wear a white hat. You have to see opportunities in every challenge. Start with what works and continue based on that.
Focus on each person's strengths. One of the main myths in business is to focus on weaknesses instead of strengthening strengths. It's an ineffective approach to problem solving – like wearing a proverbial poorly fitting suit. It's quicker and more effective to focus on and develop the strengths of your team members. Not only will you get results faster, but you'll also encourage the group as people will do what they're good at by fully investing in the work.
Remove obstacles like a superhero. How else would you make the band members feel at their best? Remove any obstacles in their way. When you eliminate difficulties, you show the group members that you are saving them.
Exclude freeloaders from the group. Nothing worsens the climate in the group as much as the freeloaders. When people don't do their part of the work well, it reduces the performance of all people, making them think that quality is not important. When you eliminate non-working people, the morale of the group is boosted as everyone sees that you are serious about getting the best result.
Roll up your sleeves. When you work together with a group in areas where you are able to contribute, you are showing the group by your actions that you are part of it, and this has a great impact.
Acknowledge people's contributions to the work on a weekly level. Many executives mistakenly acknowledge people's accomplishments once a year. Recognition of merit is not a holiday. It should be a regular part of group work. Each week, take the time to tell people how much they contribute to the group.
Be yourself the model of responsibility you want to implement in the group. If you urge people to be responsible, but you do not meet your own deadlines, your appeals will not have a serious effect. Inspire the group by fulfilling your commitments to it and fulfilling all the checkpoints.
Show your progress and report on it. Do not report new information about the status of the project only when milestones are reached. Report on the progress of the project each week to convince the group that you are on the right track.