You're leading a strategic initiative. How do you ensure employees are motivated to actively participate?

To drive active participation in a strategic initiative, start by establishing clear goals. Articulate the vision and objectives in a way that resonates with your team, breaking down the overarching aim into tangible, achievable milestones. When employees understand the 'why' behind their efforts and how their contributions fit into the bigger picture, motivation soars. Transparency about expectations also aligns individual aspirations with the initiative's goals, fostering a sense of ownership and commitment.

Setting clear objectives isn't just about numbers. It's about painting a picture » onboarding into the STORY: 1. Define what success looks like qualitatively 2. Discuss the vision and its importance 3. Engage in dialogue beyond KPIs Remember... Better People + Better Processes + Better Product = Best Result You can hammer out processes & products. But not people. They need the human element of leadership support and guidance. 1️⃣ Start with the 'why' 2️⃣ Describe the desired outcome vividly 3️⃣ Encourage questions and discussion 4️⃣ Confirm understanding through feedback By blending quantitative goals with qualitative vision, you'll create clarity that sticks.

As metas devem ser claras e concisas, deixando claro o que se espera alcançar. É preciso definir indicadores que permitam acompanhar o progresso e avaliar os resultados. E as metas devem ser desafiadoras, mas realistas, para evitar a frustração.

Clarifying goals is not telling your people about all the whys of your product. I'm writing "product", because a strategic initiative is a product. Which you should not be selling by telling the customer why YOU think it's good, or good for them. People will be in your organization for something. A paycheck, for personal growth, for making a difference, whatever. If you are doing things right, you should be connecting. They are not your captive audience, they will be your partners. Use your best storytelling abilities so they see what's in for them. And manage expectations.

In my experience, to ensure motivation & engagement of team members, there are a few hygiene elements to be addressed: 1. Aligned Team charter with roles & responsibilities: Sounds trivial but crucial to ensure visibility and awareness of the team members and leadership. At this stage, it is important to address any bandwidth gaps 2. Clear initiative objective & success criteria: Clarity on background of the initiative and business objectives will ensure everyone is on the same page. Success criteria needs to be specific, measurable, achievable, relevant & time-bound 3. Transparent communication: Ensure team members meet at the right frequency, get the required info at the right time & communicate risks openly & transparently

A comunicação aberta promove um ambiente de trabalho mais colaborativo e positivo. A comunicação transparente ajuda a prevenir mal-entendidos e a resolver conflitos de forma mais eficaz.

They say that communication is 80% of the work of a project manager, and this applies to strategists, they are the project managers of their initiative. Now, the key is that you cannot do it all. It's lonely at the top, and the pyramid is massive. Develop a communication structure and governance so that healthy communication exist. Want good communication? Start by telling your employers your efforts to empower good communication. Ask them to contribute. And self-manage whatever it's reasonably, It will work better than just timely reports.

Transfira responsabilidades para os funcionários, permitindo que eles tomem decisões dentro de suas áreas de atuação. Construa um ambiente de trabalho onde os funcionários se sintam seguros para expressar suas ideias e cometer erros.

Again, we're focusing on process. Most people who what empowering don't want empowering. They want to belong to a team effort on something purposeful. Most will forego making "technical" decisions if they can make a difference. Now, "technical" decisions must be made. So have them make a difference - by alignment, communication, recognition, etc.

Realize pesquisas de satisfação para entender as necessidades e expectativas de cada colaborador. Pense em incentivos que sejam relevantes e personalizados para cada indivíduo. Ofereça uma combinação de incentivos financeiros e não financeiros para atender a diferentes necessidades.

People resent being engineered to perform. They want rewards, not incentives. What's a reward? Well why don't you ask them? There's this meme that managers offer pizza, when people would rather have better pay, oportunities, better life-work balance, etc. If your incentives are one-sided, you'll get cynical results.

Want good support? Ask for support. It's basic psychology. Do you want motivation? Followship? What's the problem about telling people "I need your help so that I can feel that I'm doing the right thing". Spread the responsibility for mutual help instead of making yourself the saviour of the project.

Quando os funcionários se sentem suportados, eles são mais produtivos e eficientes. O suporte adequado permite que os funcionários se concentrem em suas tarefas e produzam resultados de alta qualidade. Funcionários que se sentem valorizados e apoiados tendem a permanecer na empresa por mais tempo.