Leaders understand that people derive motivation from individual values and needs; others cannot force a person to be motivated any more than one person can force another to change. However, we recognize that leaders are responsible for putting in place the conditions in which people are motivated to act.
To create these conditions, fire leaders start by taking the time to learn about our people—understanding their internal motivations and accepting them as unique individuals.
In addition, leaders keep in mind that each team member has expectations regarding the benefits—overt as well as intrinsic—they will receive from their work.
Many barriers can prevent people’s expectations from being met: poor relationships with their peers, intrusive supervision, inadequate resources, or work without meaning.
Fire leaders work to reduce barriers and increase benefits such as giving people a sense of achievement, recognizing accomplishments, resolving unhealthy conflict, providing meaningful work, increasing the responsibilities, and offering opportunities for advancement.
[Click here to download a copy of Leading in the Wildland Fire Service.]
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