"Ovation, her own MOTIVATION"

After seeing Third Eye Blind over the weekend, then attending a managers' training held at my office, this specific lyric has been permeating in mind mental space all week.

As a relatively new manager within my firm at ISDA, I was pleased to have been invited to attend a new seasonal managerial training session conducted my HR and the executive team. The crowd was a mixed bag for all the right reasons: Millennials, Generation X, and Boomers. This kick-off a learning tree discussion of sorts, as we held open questions after every topic and case study for inspiration. 

From Maslow's Hierarchy of Needs to Herzberg's Motivation theory, our HR team guided us along a motivation journey and how studies have shown team and group dynamics have grown in that field in recent years. 

Below are some major takeaways from what I learned from this insightful hour!

Being generous with praise goes a long way, as studies show that 5 comments of praise can usually make up for 1 comment of criticism (even if they note or feedback is valid). Ultimately, the basic human need of belonging can help reinvigorate the way we see accountability and provide feedback. 

Management in all its forms must be stood as both an active and passive process. Understanding the importance of honing into your teammates' self-esteem is crucial. Generally speaking, the more options you have, the higher the self-esteem. That includes more flexibility, choice, and involvement in decision-making. 

We then dove into managerial sabotage, and how some common office practices (and mistakes) can lead to demotivation. For example, providing no feedback and assuming everything is fine for your team can lead to lack of trust or empathy. This may also prevent the image of a safe space for new and even conflicting ideas. 

The training was capped off with a great discussion on business cases from various global teams. Managers and directors from various fields discussed how inclusion and being kept in the loop helps build community. While micromanaging is a natural human tendency for most, the best way to combat that is to be resource for your team. 

Personally, speaking as someone who manages a subordinate overseas, holding virtual check-ins and asking if there are blindspots that I may miss in our collaborative efforts. Tailoring managerial styles to each person is the key to success here, as we all have different needs, desires and cultural lenses. 

Ultimately, motivation can be either intrinsic (deriving from within) or extrinsic (from one's environment and other outside forces). Understanding how we best motivate others, and what motivates us, helps cultivate a culture of innovation and fruitfulness.

Our firm participated in Colour Works personality and development testing, which has aided us in further understanding our colleagues and what makes them tick. I highly recommend you check them out!