191
32
Motivating for
Change
For people to change their behavior and overcome their problems, it is important
that they are rewarded for doing so. Managers will find the benefits of rewarding
new behaviors lead to real and sustained change. Rewarding individuals or teams
for acquiring and maintaining new behaviors also leads to the discarding o
undesirable and problematic ones. Good achievement needs to be backed up
immediately with desirable and identifiable rewards. When individuals or teams
choose rewards that can be “delivered” on goal achievement, they will continue
to engage in the behaviors that resulted in the achievement of goals.
Rewards can also be used to increase a type of behavior that occurs, but ideally
should occur more often, such as better attendance at work, team cooperation,
increased production rates, increased number of sales calls, and so on. When
individuals or teams choose the rewards they desire, they will be motivated and
tend to behave in ways that will engage them in achieving the goals they have
chosen. Your job as a manager is to enable your staff to make the choices that
lead to rewards and tap new capabilities for their improved personal effectiveness
and performance.
MATERIALS Pens
Handout 32.1 for each participant
T
IME 45 to 60 minutes
G
ROUP SIZE Suitable for groups of 8 to 24 people
M
ETHOD 1. Identifying rewards: Present to the participants the benefits
of identifying rewards and their influence in acquiring new
behaviors:
Allows people to identify what is important to them
Makes the most of personal effort
Increases motivation
Removes confusion of purpose
Links individual effort to results
Also point out how important it is for rewards to maintain
behavior change and to help remove undesirable behaviors
that occur in the company and corporate cultures. Explain
that by allowing individuals to select their own goals, they
are likely to be more motivated to achieve them.
50 Activities for Developing Counseling Skills in Managers
192
2. Explain to participants that rewards are relevant in four ways:
You should identify rewards based on individual/
team choice.
You should use rewards that are within your authority
to give to the individual/team (or that they can give to
themselves).
You can use rewards with your staff so that they can
become more in control of their behavior.
You can use rewards to gain consensus so as to achieve
the goals.
3. Tell participants it is important to ascertain what your staff
find rewarding. It is what is rewarding to them that matters.
Choosing rewards for them will often produce undesirable
results. People are motivated by choice and the rewards that
they wish to achieve. They will work toward goals and
objectives and ultimately the rewards. And it is essentially
their rewards, and not the manager’s, that are of fundamental
importance.
4. Distribute copies of Handout 32.1 and ask participants to
complete them individually or in pairs. Then ask participants
to discuss it, either with their partners or, if working indi-
vidually, linked up with another participant. You can also
carry out this assignment with the complete group. This part
of the assignment should take between 15 to 20 minutes.
5. Feedback/summary: Establish the number of ways you can
use counseling skills to increase, block, and manipulate the
choice of rewards. When you have done this, discuss why
you adopted the particular approach that you did, what sig-
nificance it had for the participants, and the role that the
rewards had for their company and corporate culture. Facili-
tate discussion by the participants and particularly establish
what it was like to be the manager and the employee when
rewards are being identified.
Make it clear that one of the key responsibilities of the man-
ager is to make it possible for people to identify rewards that
can be delivered when desired goals are achieved.

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