Quels sont les défis les plus courants dans la création d’une culture de la motivation ?

Lack of Communication. Non-strategic hiring. Resistance to change. Lack of training and supervision. Proper monitoring of the company policy. Discourage the hardworking people by promotion wrong people. Lack of equal opportunity.

Additionally, the organisation needs to train/educate managers to think beyond their team/division, rather to look for the benefit of the organisation. Frequently we hear about people who left their jobs or that their performance deteriorated as their current job was no longer motivating enough. This is past a tipping-point where often middle management fails to put the benefit of the company first. When satisfying an employee’s individual motivation entails “giving up” a valuable resource to another team, managers tend to prioritise their interests, significantly compromising the concept of a culture of motivation. This has to change.

I think that one of the challenges is getting a group of people together that are willing to work as one and create a positive working culture. It takes a great leader to unite individuals. Sometimes the leader can be unqualified to unite and create a great cultural workforce.

Creating a culture of motivation often faces challenges related to inconsistent communication of goals and expectations, inadequate recognition or rewards for achievements, and a lack of opportunities for growth and development. Balancing individual and collective goals while maintaining a supportive environment can also pose difficulties in fostering a consistently motivated culture.

Establishing clear goals that resonate with individuals, fostering an environment of trust and transparency, and providing meaningful recognition and rewards often pose challenges in creating a motivated culture. Maintaining consistent communication channels to keep everyone aligned and engaged, addressing conflicts or barriers that hinder motivation, and ensuring continuous opportunities for growth and development are additional hurdles frequently encountered in cultivating a motivated work culture. Balancing these elements requires ongoing effort and adaptability within an organization.

Agree, A further challenge in cultivating a motivational culture lies in delivering timely and constructive feedback, as well as recognition to team members. Feedback and recognition play a crucial role in motivating individuals by providing insights into their performance, acknowledging their strengths, and highlighting areas for improvement. For maximum effectiveness, feedback and recognition should be specific, balanced, and constructive. People managers should integrate this process into regular interactions, extending beyond formal performance reviews to informal engagements. It's essential to personalize feedback and recognition, tailoring them to the unique preferences and personalities of each team member.

A key challenge in fostering a motivational culture is aligning organizational goals with individual aspirations. Synchronizing company objectives with personal ambitions is crucial for sustained enthusiasm. Another hurdle is cultivating open communication, creating an environment where team members feel free to express ideas and concerns fosters trust and collaboration. Often overlooked is the need for continuous learning and skill development opportunities. A motivated workforce emerges when employees see a clear path for personal and professional growth. Addressing these challenges is vital for creating a workplace culture that not only motivates but also inspires individuals to give their best.

Feedback is the sharpest tool if used properly and timely. Unfortunately, about 50% of the leaders do not know the “How” part of feedback process. 1. Sandwich method as most people know still works and is the proven way to give feedback. 2. Constructive feedback v/s general feedback. As leader one should always provide constructive and actionable feedback, rather a general statements. 3. Recognition is a profound tool that can reduce attrition, but again it should be used judiciously and on time. 4. Recognition and feedback must be always unbiased and must add value in the person. 5.Feedback should not be used to “reprimand”, feedback is a developmental tool. Both timely feedback and timely recognition can save huge cost.

After working in big business, and in non-commercial settings, too many people think feedback has to be negative, even if shrouded in a 'constructive' and well intended approach. There is absolutely space for positive recognition. If someone is doing something great, then call it out - hopefully in the short-term, rather than saving it for an annual review. You want that activity to be amplified, replicated, and the team member can be buoyed for doing something they may not even be doing consciously. Look for those little wins - it would be great if they are seen every single day?

Recognition is a powerful tool as it inspires and motivates one and others in the team as it sets guidelines a path way. Who doesn’t like a little sunshine or a focus light on oneself for the credible job or work that one is doing. Feedback is a two way road either the person giving the feedback should be in high pedestal and should be bereft of biases and the one who is to take the feedback should have that heart to understand the background as to how helpful this feedback would be in his or her growth path….the challenge is to understand the various facets of human behaviour and its impact.. These are my personal thoughts

Totally agree, An obstacle in establishing a motivational culture involves providing meaningful growth opportunities for team members. Opportunities for growth are instrumental in motivating individuals, aiding in the enhancement of their skills, knowledge, and confidence. For optimal impact, these growth opportunities should be pertinent, challenging, and well-supported. People managers play a vital role in this process by recognizing the strengths, interests, and aspirations of each team member. They should then facilitate access to learning resources, offer mentoring and coaching, and provide constructive feedback.

I agree, yet to motivate people we also need to feed their autonomy. Why should People Managers dispense the opportunities? Where is the vehicle for the community to champion their own? Where is the framework to support a homegrown idea from outside 'the leadership team?' If people are aligned to the goal, receiving the right feedback and recognition they should feel empowered to spot opportunities for change and subsequently be supported to build a solution around that in a way that stretches them. Creating such a system allows for more introverted (but technically amazing members of the community) to shine where they may otherwise feel stifled by more dominant personalities who are front of mind in the opportunity hand-out queue.

An often quoted line is to give your best people more opportunities. Certainly they may be adept at navigating new challenges, and can often have accompanying drive - but you also risk burning them out indirectly. Growth opportunities can be matched to individuals when you know your team members well, their longer term aspirations, or skills they may have brought to an organisation that may not be being leveraged in their current roles. So look around more to see who would benefit from the tasks to allocate - it could even turn around a potentially lower performer... though that's a longer discussion as well.

Navigating the challenge of cultivating a culture of motivation through growth opportunities requires a strategic and individualized approach. In my role, I've discovered that growth is a significant motivator, as it nurtures skills, knowledge, and confidence. Here's how I address this: Understand Individual Aspirations: I take the time to identify what drives each team member. This means understanding their strengths, interests, and career aspirations. Provide Tailored Growth Opportunities: Based on this understanding, I offer opportunities that are both relevant and challenging. This could be through varied learning resources, mentoring, or coaching.

Trust is earned in both directions - by being a good listener, by being vulnerable when appropriate, and sharing something of yourself - and with that I am probably talking about leaders over team members, to role-model the path.

Culture is simply a pattern of behaviors from a group of individual's and mostly influenced by Leaders. Thus Leaders must practice collaboration and most importantly cross-functional. Every cultural change is a Top-to-Bottom structural impact and the flag bearers must be led by example for a motivation for their employees.

Spot on! Another challenge in cultivating a culture of motivation is fostering collaboration and trust among team members. These elements are pivotal for motivation as they contribute to a sense of belonging, facilitate idea-sharing, and enable effective problem-solving. Importantly, collaboration and trust should be nurtured, not forced. People managers must establish a safe and supportive environment where team members can openly communicate, respect one another, and both give and receive feedback. Encouraging team building activities, celebrating successes, and proactively resolving conflicts are essential steps to cultivate a collaborative and trusting atmosphere that fuels motivation within the team.

And not just 'People Managers.' Every member of the community with an ounce of supervisory ownership should promote a psychologically safe environment that - as much as possible - provides a platform for the diversity of experience and thought to be spotlit.

Building a culture of motivation through collaboration and trust is a nuanced challenge. Here's my approach: Create a Supportive Environment: I focus on making our team space a safe haven for open communication. This means fostering respect and allowing for diverse opinions and ideas. Encourage Team Building: Whether it's through shared projects or informal gatherings, I promote activities that strengthen our team bond. Celebrating collective successes is just as important. Conflict Resolution: Navigating conflicts is inevitable, but how they're handled can make or break trust. I emphasize fair and empathetic conflict resolution. Remember, a motivated team is one that trusts and collaborates effortlessly.

Establishing a culture of motivation is an ongoing, dynamic process rather than a one-time occurrence. People managers are tasked with the responsibility of comprehending, communicating, supporting, and inspiring their team members continually. Additionally, they need to engage in continuous learning, adapt to evolving circumstances, and actively seek self-improvement. By effectively addressing and overcoming these common challenges, people managers can cultivate a sustained culture of motivation that brings benefits to both the team and the overall organization.

Uncertainty and Change are part of any business. Well defined organisational goals, Vision-Mission can help navigate the change. Employees must be “Trained” to combat any unforeseen business situation. They should remain motivated to adopt the change. However in most cases leaders or managers drive change as weapon to spread fear in people’s mind. Until change and uncertainty is perceived as an existential threat, people will be demotivated. Culture of making people more agile and adoptable is the key to success. Leaders must continue to be communicative about the change and keep the team positive and motivated by showing the right direction and actions.

One thing that I've found helpful in any change, minor or major, is to keep the doors open to feedback from the teams. Address all concerns and remarks, no matter how trivial, in a timely and positive manner. Articulate what's in it for them, from the change.

Working in the travel industry, we have navigated through significant changes in recent years. Our teams demonstrated remarkable resilience, adapting to ever-evolving situations. This undoubtedly generates stress, and from my experience, clear and open communication is essential to bring people on board. Equally important is attentively listening to team members who may be hesitant about change; their perspective is crucial in ensuring a stable foundation for efficient and effective change.

Adapting to change and uncertainty is like navigating through uncharted waters. Here's my take on tackling this challenge: Clear and Frequent Communication: I prioritize transparent communication about changes – why they're happening, their benefits, and potential impacts. This helps in easing uncertainties. Address Concerns Proactively: Actively listening to and addressing team members' concerns during times of change is crucial. It helps in alleviating anxiety and builds trust. Provide Resources and Support: I ensure the team has the necessary resources and flexibility to adapt to new scenarios, making the transition smoother. Remember, creating a culture of motivation amidst change is an ongoing journey.

Key challenges in building a motivating culture include unclear communication, inadequate recognition, poor leadership, limited growth opportunities, resistance to change and insufficient work-life balance. Overcoming these hurdles requires strategic efforts, such as transparent communication, fair recognition systems, proactive leadership, and a commitment to fostering a positive organizational environment.

Motivation either comes with monetary gains, recognition, creating purpose at work, team bonding and interpersonal relationships, trust and transparency about company important communication, effective change management process eliminates anxiety, respect and open door policy and care through wellbeing practices.

⁣ Como retos más comunes al momento de fomentar una cultura de motivación he encontrado:⁣ ⁣ ❗Dar retroalimentación continua: siempre lo tengo presente, sin embargo, en mi última experiencia, se me dificultaba por la carga laboral existente y cambios de turnos⁣ ⁣ ❗Ofrecer oportunidades de crecimiento: es un punto muy delicado, porque va de la mano con las políticas organizacionales de desarrollo profesional. Por lo tanto, si la organización no tiene o maneja una política de plan de carrera sólida, se dificultará ofrecer dichas oportunidades para el equipo⁣ ⁣ ❗Adaptación al cambio: la resistencia al cambio en esta época vertiginosa es una variable muy delicada, por lo tanto, se convierte en un verdadero desafío llevar a cabo una adaptación

To be able to understand each Team member is unique and to be able to connect with them at all levels. Have empathy and learn to listen intense Create a common goal and the is ACHIEVEMENTS AND SUCXESS FOR ALL

To foster a culture of motivation requires couple of additional actions: - Offering opportunities for employees to raise concerns or share ideas, as well as frequently listening to their needs and wants - Creating a “safe space” in which employees views/comments/ideas will be treated with the appropriate respect and care, and won’t be discarded “at birth”