Motivation in times of remote work

  • Get to know the CHAMPFROGS model: We had a 1-hour session to share the content of each of the 10 motivators in the CHAMPFROGS model, with some examples illustrating the purpose of each motivator.
  • My personal motivators: Present my 10 personal motivators to the team. It helped me create a space of trust and acceptance. Emphasize that there are no good or bad motivators. They are only motivators that are more or less important to us.
  • Individual team motivators (January 2020): I asked you to take some time to internalize the meaning of each motivator. Then each person began to place their own cards according to their highest level of importance.
  • Review of team motivators (January 2020): Transfer the motivators of each team member on a single wall and create a radar that allows us to visualize what motivates the team the most. Each person shared their motivators with examples of what motivates them in the work environment. This helped us generate enriching conversations that brought the team closer together and allowed them to get to know each other more.
  • Presentation of results (January 2020): We reviewed the results and realized that in the last quarter of the previous year some events had occurred, such as the departure of team members, change of direct manager of the area, a new tool for performance evaluation, among others. They definitely hadn’t realized the impact of these changes on team motivation.
  • We reviewed the concept of each motivator so that we again focus on the impact of this pandemic on our work.
  • Present to the team the impact on my personal motivators.
  • Each team member moved their own cards now from top to bottom or vice versa, graphing the impact on their motivators and shared them with the team.
  • Then, we talked about the situations that had impacted each motivator for each person. A climate of trust and empathy was created.
  • Finally, we reviewed the results with the HR department and the director of operations and some action plans were defined so that the motivators are not negatively impacted.
  • The moving motivators allowed us to get to know the team more. The team felt heard.
  • It is essential that the team clearly know the meaning of each motivator and knows what the emphasis of each is to better align each card with their own motivations.
  • People may try to “copy” the motivators of others and be influenced by the motivators of others. This usually happens when there is no maturity in the team. In this case, it is a good strategy for them to arrange their motivators in unshared murals.
  • The results of the motivators show that the people in a team are not the same. Definitely, the team’s potential lies in its diversity.
  • When the organization manages a leadership focused on command and control, the participation of the leader can condition the freedom of opinions of the team.
  • For some specific roles, it is required that some specific motivations be cultivated. For example: in a team of developers, curiosity would be a very valuable motivator.

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Jose Brando Maco Victoria

Estratega en agilidad empresarial, agile coach, gestor de cambios ágiles y especialista en escalabilidad ágil.