Risk Management, Safety Management and Loss Control

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3.1.1. Platform Model - Motivation and Leadership

Motivation and leadership go hand in hand. Leadership will be provided if the proper level of motivation has been established. In principle, this needs to be first at the highest level in the organization to assure leadership at that level. To get the proper leadership at lower levels, motivation also needs to be established there, even though some of the motivation may come from "because the boss wants it" and there is nothing wrong with that provided the proper arguments are being used.

Motivation to provide leadership normally will come from various directions: from within the person; from his/her from friends and family members; from within the organization - bosses, peers, colleagues; form the neighborhood, from external parties such as clients, legislation, pressure groups; etc.

Now I am not an expert on motivation, I am a chemical engineer and got my experience by getting older and keeping at least somewhat in touch with the environment in which I am living. So, don't expect th right answers here, just some points that you may want to consider when assisting to get the proper motivation level for leadership in action.

Remember that, when I am talking about leadership here, I do not really mean the person that climbs on a crate to provide a pep-talk. That may happen form time to time but what I really mean is leadership providing direction based on setting objectives and targets in combination with a well-founded plan - or management system, which is the main subject of this website.

Some points to consider to motivate leadership in action:

	potential loss (= risk) - what can go wrong: direct damage, business losses, human suffering,
	actual loss - what is being lost in comparison to business results, human suffering
	3rd party requirements - incl. authorities, clients, neighbors - what others demand or expect
	company profile/image - how the company wants to be recognized in their world
	stakeholders - shareholders, employees, customers, neighbors: each with their own interest and expectations
	management profession - how does the manager wants to be compared with colleagues, the management profession
	personal attitude - how the manager as a person feels about taking care of "his/her" people/department

Some relations exist between this page and the "Performance level" page as well as the pages on "Process - motivation" "Rating - motivation". Further detail concerning leadership in action can be obtained through the pages that form part of "Process" and "Rating".

Go back to MODEL

THE principle of RESISTANCE TO CHANGE

"The greater the departure of any planned change from the accepted ways of the past, the greater the potential resistance by the people involved.