Staff motivation - Vision Realization

Introduction
What is motivation?
Motivation is motion. When you have cohesive motivation (most of the staff), you have
uniformity of motion. Leaving Webster behind, people are motivated by reaching for and achieving
their dreams for themselves and others. That’s the core of it. Your staff’s dreams for others should be a
good match with your dreams for others . . . your vision and mission. People also want to work on their
personal dreams, and being specific about and focused on their growth will serve that end.
On our way to our dreams, there are things that can either help us along, or be stumbling blocks.
For example, empowering our staff by giving them the freedom to act, the security to be bold, the desire
to succeed, and the opportunity to contribute will propel them along. Not setting proper expectations,
not having enough staff to do the job, or doing any of the things discussed in the “10 great ways to demotivate
your staff” section (page 100) will serve as stumbling blocks on their journey toward their
dreams.
Using and understanding this book
Use this resource like a checklist. Most of the factors discussed contribute to staff motivation
by either fostering it or not deflating it, and many or most of them are likely already in place at your
camp. Some of you may feel that all of these things are self-evident and even obvious. That’s fine, but
do note whether or not they are in place, and how they can be more fully implemented. Carefully and
rigorously assess your success – do not just take your own word for how well these elements are
implemented.
I’ve attempted to offer an overview of a motivational system that will create a level of energy
and dedication that equals best-practice camps. When most of these elements are essentially in place,
the motivation the staff display is awe inspiring. They function at a level that exceeds what almost
anyone would have thought possible! You will be amazed at how much your staff will happily
accomplish, even if you were already satisfied with the way things were. This kind of staff far surpasses
what the average camp experiences. This motivational system serves as a critical element in creating an
exceptional camp capable of achieving its outcomes to an unprecedented degree.
“The three P’s” are what lots of people consider staff motivation – pep talks, praise, and perks.
Relying on those elements is like eating your salad and dessert and saying you’re finished. The main
course is: structures (quality, quantity, and pay), setting expectations, camp culture (including trust),
empowered staff (freedom, security, desire, and opportunity), and providing value to your staff
(development plans and reviews). Yes, with such a large meal, you could get by with less, but where
the analogy breaks down is that when they are all present, the motivation of your staff will seem more
magical than even your fanciful dreams. It is within such a comprehensive motivational system that you
will be able to get more from your staff without even asking.
The blind man and the elephant
No, I don’t think you’re an elephant, but stick with me through this analogy. There are several
blind people around an elephant, and each one is describing the elephant differently – smooth, scaly,
bushy, long and tube-like, and soft and mushy. You have to put all the pieces together to understand
what an elephant is, and yet they can only really examine one part at a time. You have to feel (read)
each part of the elephant (sections) to get the full picture.
Since staff motivation must be viewed as a whole system (elephant), it might be a little
confusing to examine each part and not understand the whole very well. After you’ve been through the
whole book, go back to the contents at a glance page and I’ll wager that a new understanding washes
over you. With that, you’ll be well equipped to truly motivate your staff.
© 2004 Randall Grayson, Ph.D. 4