| The division you’d be managing has its head right | | | | of involvement in the decisionmaking process. If their |
| down at the moment: how will you set about | | | | views are not taken into account when plans are |
| re-motivating them? | | | | made they’re going to feel unhappy. I find that the |
| A fair and difficult question. Answer with a process to | | | | best people to find a way round problems or improve |
| fix the immediate problems, and a plan for boosting | | | | a difficult situation are usually the people at the |
| motivation in the long term. | | | | coalface. If you want to know how to sell more |
| Remember that the members of the team at the | | | | product and services ask the salespeople. If you need |
| coalface are the best people to ask for ideas to | | | | to reduce direct costs ask the people in production. I |
| improve matters. | | | | use a structured but simple team planning process that |
| This is not an uncommon situation. The team needs a | | | | makes certain that everyone contributes to planning |
| new leader perhaps because the old one didn’t get | | | | the way ahead.’ Be prepared for a supplementary |
| them to perform to their best or achieve their | | | | question on planning processes. |
| objectives. The new leader faces more than the | | | | AND THEN FOREVER |
| normal problems of taking on a new team – | | | | ‘How do you keep your team wanting to come to |
| wariness about a stranger and so on. | | | | work in the morning?’ One possible answer: ‘I |
| THE FIRST FEW WEEKS | | | | find that resolving issues quickly is best done by |
| Start your answer with an assurance that you’ll put | | | | assigning teams of, say, two people to find solutions. |
| a lot of effort into this crucial part of your role: | | | | This is stronger than an individual working on their own |
| ‘I’d recognise the importance of spending a | | | | with occasional input from their leader. I also know how |
| huge amount of time with the team, talking to them | | | | important to a team is a wide perspective of |
| and getting to know them. I’d use that time to | | | | what’s going on in the organisation. I make sure |
| analyse thoroughly what the problems are as the | | | | they know how important they and their work are to |
| team see them; why they’re not feeling good | | | | the whole organisation – that’s a huge motivator. |
| about their work.’ | | | | I believe that bonuses and rewards are part of |
| You may then get the question, ‘What do you think | | | | motivating a team but by no means the whole of it. I |
| are the likely causes of poor team morale?’ You | | | | understand the crucial importance of appreciating their |
| might reply, ‘In my experience it frequently starts | | | | efforts – they need regular praise and thanks. |
| from a communications problem. The team doesn’t | | | | Sometimes it’s good to set monthly goals so that |
| feel that management are keeping them informed. This | | | | the team can get together more frequently to |
| often happens if a manager is trying not to worry a | | | | celebrate their achievements. I also find that people |
| team with some problems the organisation has. This | | | | need to get involved in new activities and new |
| never works. They’re not fools and they know | | | | challenges.’ |
| something’s going on; so they worry, even though | | | | The interviewers are unlikely to go into the specifics of |
| they don’t know the details. I’d make sure as | | | | what went wrong with the team, unless you’re |
| quickly as I can that they hear the full story of the | | | | going for an internal job. In the latter case you need to |
| organisation’s position and theirs in it. | | | | research carefully what’s caused the |
| ‘The other main cause of team demotivation is lack | | | | demoralisation. |