Key Takeaways:

There are two ways to motivate your team: extrinsic motivation (from the outside) and intrinsic motivation (from the inside).

Extrinsic motivation can be achieved by allowing your team to do different jobs or take on different roles, giving them learning opportunities, and by giving them gifts, words of affirmation, or quality time.

Intrinsic motivation can be achieved by giving your team a sense of meaning, choice, competence, relatedness, and progress.

Intrinsic motivation is more powerful than extrinsic motivation because it comes from within each team member and doesn't depend on outside influences or rewards.

Every team member will be motivated by different things. Try to figure out what motivates each team member and incorporate as many intrinsic motivators into every job and role in your organization.

Key Takeaways:

Training and development can come from both outside and inside your organization. Most options from outside your organization will cost money but most options from inside your organization will be at low or no additional cost.

Outside training and development can take the form of seminars, simulations, individual and group assignments, and conferences. Self-study is another form of outside training using educational books, podcasts, blogs, and videos.

Inside training and development can be done through on-the-job training, task or job rotation, coaching and mentoring, and group learning in committees, workshops, and working groups.

Compiling a list of recommended training and development resources can help people in your organization quickly access the outside training they need to improve their skills and knowledge.

Remember to be deliberate about finding opportunities to learn from others in your organization whether one-on-one or in group settings.

Key Takeaways:

Evaluating your team’s behaviours and results at the end of the year or at the end of a program, event, or project is key to finding out where they shine and where they need development.

Using an evaluation scheme that takes into account whether the team member is new, experienced, or at a manager or leadership level, you can use the criteria you’ve set for the behaviours and results you’re expecting from that role to determine whether the person is below, meets, or is above expectations in each area. This type of evaluation scheme is ideal for team members who are on staff. Anyone above expectations is likely ready for a promotion or raise and is able to help others improve. Anyone below expectations needs more training or, if they aren’t improving over time, may need to change roles or be let go from the organization.

360 degree feedback is a great way to get a full view of a team member’s contributions, whether they are on staff or a volunteer. The team member’s manager, peers, direct reports, and “customers” provide an evaluation of the person’s contributions. Agreement on a particular strength or area for improvement is a great indication of where someone can contribute even more or where they could use more training and development.

Remember to make feedback as objective as possible and to ask for feedback soon after the program, event, or project you’re using for the evaluation.