The Hindu Business Line : `Motivation inside heads, hearts'

Why do some managers have initiative and others not? Why do some managers put in extra hours to finish a job on time while others do not? Why are some managers `fit and forget' while others require constant supervision, prodding, coaxing and cajoling? Why are some guys ROAD (retired on active duty) managers, while others are truly on the ball?

Does it all boil down to motivation levels? Or is there a work ethic ingrained into each individual human being's managerial personality that transcends motivation levels? Does a manager with an ingrained work ethic deliver results even if he is not `motivated'?

How does the personal style of the direct `boss' impact these human beings? It seems quite pointless trying to change the personalities of people who work with you. It is far better to either give them rules to work with - or replace them ASAP.

Forget about "motivating" people. The job you have put them in either inspires them or it doesn't.

You can scare them, inspire them, love them, nurture them, whatever - forget it, because at the end of the day they will behave — marginal variations aside — the way they are built.

Motivation is inside their heads and hearts. Its difficult to measure, it is intangible, and hence difficult to manage. Maybe it is smarter to manage parameters that you can see and measure, like behaviour and performance. So, here are some thoughts for you to consider: Think about your team profile - understand what makes them tick

Pamper and challenge your "crusaders"

Try and put "martyrs" into new roles that will convert them into crusaders

If you cannot, live with the "martyrs" - they still deliver the goods. Change the job-description of those "misguided missiles" if you can - they are the nuts with great ideas - they love what they do.

Sack the "slight errants"

Digvijay Singh, CEO, Nimbus Sports

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