Developer motivation. How to motivate yourself/team to work productively?

Question

Project management

Let me describe the situation first. I work as a developer, currently remotely, but when I worked at the office, the problem was the same. Coming to a new job, there is a motivation to work productively, deal with a new project, communicate with new people, learn something new, try to pass the probationary period and generally prove yourself well, etc., but after a few months pass, usually everything stops being interesting. tasks become routine, etc. All the companies where I worked had a fixed salary. At first, as a rule, the salary is more than at the previous place of work and everything is fine, but you quickly get used to it and want something more. And then I start to wonder, why should I do tasks faster if I don’t get any profit from this, all I get as a reward for speed is new tasks? For example, if a sales manager fulfills the plan, he is usually given a bonus plus a percentage of sales and so on. And then I understand that I am not at all motivated to be productive and do everything quickly, but this is not good, because you can degrade this way.
How do you motivate yourself/your subordinates to stay productive?
Do you have any system of bonuses, bonuses or something like that?

Answer 1

Motivation is nothing. She has a very small resource, she alone is not enough. Many do not even do what, in general, they want, because they are lazy, or in a bad mood. The issue is discipline, when a person does what he needs to do, in any case, on schedule.
A specialist who works with discipline like a bayonet (perhaps even using some technique like a pomodoro, intermittently) will never feel problems with motivation, because he is clearly aware that motivation is only of secondary importance .
Look for ways to raise discipline in the team, set a personal example. The 5% rule - if the 5% work with discipline, the rest can get involved. And in general, a lot of ways. Work should be treated primarily as work, and not as entertainment with interesting tasks.
PS In general, if you offtopic, an incorrect interpretation of motivation and outside of work \ programming leads to fails when you try to go on a diet or pump up for the summer.

Answer 2

Your brain is deceiving you.
Every action must be rewarded. If it doesn't exist, you won't do it. At work, the main reward is salary.
If you always get paid for your work, your brain begins to understand that the salary is constant, which means that the work needs to be optimized in terms of costs. For example, work less. And you stop enjoying work, because the brain thinks that the salary will be the same (after all, in the vast majority of cases this is true - you can work much less and get the same salary).
Another thing is if the salary is not obtained every time, but only the best. But you don’t want to work like that, so bonuses come as a good motivation, there are improvements in working conditions - that is, various rewards that are unstable and that require you to show qualities higher than just working.
In general, it's all about self-discipline.
Civilization in its current form does not correspond to how nature works - we live too wastefully in all respects. Therefore, willpower is needed to consciously force oneself to do things that are convenient in order to live comfortably in this civilization. The brain itself will not be able to understand what needs to be done, it will buzz, annoy you, recommend to spit on everything, take a sip of beer and do nothing.

Answer 3

The developer is motivated by tasks with a level of complexity at the limit of the current competence

Answer 4

1. FINANCE
2...
Such is the human nature

Answer 5

No way. There is the word want and there is the word need.

Answer 6

I will give an example of an ideal organization of work, at least from among those that I could feel for myself, so to speak. I once worked in the regional office of a huge telecom provider. And I worked in the industrial design department. So, at least under the contract I had some kind of schedule: a 40-hour work week and an 8-hour work day, but it was only on paper. In fact, working hours have not been normalized in any way, except on paper. If, for some reason, I could not or even simply did not want to go to work today, I simply called the boss and directly, honestly, said why he would not see me today. BUT. There were always deadlines at work! Receiving a new project, I received a specific deadline when I had to hand over this project. And these terms have always been as objective as possible. I also received, in addition to the term, a sum of money, which I will be paid upon delivery of the work within the agreed time. Completed the task earlier - get 5% of the fee for each extra day. Late without objective reasons - minus 10% for each day of delay. Everything is very simple and transparent. Moreover, I did not observe such garbage there as in some organizations - when a person submits work earlier, for example, two days than it was originally agreed, the next time he will receive a deadline for the delivery of similar work two days less with an "explanation" like: "Well, you did it last time! So do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. Completed the task earlier - get 5% of the fee for each extra day. Late without objective reasons - minus 10% for each day of delay. Everything is very simple and transparent. Moreover, I did not observe such garbage there as in some organizations - when a person submits work earlier, for example, two days than it was originally agreed, the next time he will receive a deadline for the delivery of similar work two days less with an "explanation" like: "Well, you did it last time! So do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. Completed the task earlier - get 5% of the fee for each extra day. Late without objective reasons - minus 10% for each day of delay. Everything is very simple and transparent. Moreover, I did not observe such garbage there as in some organizations - when a person submits work earlier, for example, two days than it was originally agreed, the next time he will receive a deadline for the delivery of similar work two days less with an "explanation" like: "Well, you did it last time! So do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. Late without objective reasons - minus 10% for each day of delay. Everything is very simple and transparent. Moreover, I did not observe such garbage there as in some organizations - when a person submits work earlier, for example, two days than it was originally agreed, the next time he will receive a deadline for the delivery of similar work two days less with an "explanation" like: "Well, you did it last time! So do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. Late without objective reasons - minus 10% for each day of delay. Everything is very simple and transparent. Moreover, I did not observe such garbage there as in some organizations - when a person submits work earlier, for example, two days than it was originally agreed, the next time he will receive a deadline for the delivery of similar work two days less with an "explanation" like: "Well, you did it last time! So do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. than it was originally agreed, the next time he will receive a deadline for the delivery of a similar work two days less with an "explanation" like: "Well, you did it last time! Do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer. than it was originally agreed, the next time he will receive a deadline for the delivery of a similar work two days less with an "explanation" like: "Well, you did it last time! Do it now!" Plus, my department had the most severe quality control of outgoing documentation in several stages. That is, in order to hand over the project, it was necessary to first go through all the approvals. Therefore, the final product was ideal for the customer.
Plus, if I, for example, found a customer interested in our services and brought the matter to payment, I received from 30 to 40 percent of the estimate, not counting, of course, taxes. The motto of my boss was: "Earn and let others earn! And then you will earn even more!" Unfortunately, for reasons beyond our organization's control, the representative office of this organization in our region was closed several years ago, and hundreds of employees found themselves in the "open sea". But I still miss those days. It was an ideal office and the motivation to work better and faster was outrageous! All that I saw next, with rare exceptions, is arrogant scoundrels who want you to work more and pay you less! I was also surprised by the presence (so far!) in the labor market of such canonical "

Answer 7

Well, for example, for myself, I don’t quite understand the meaning of working badly. if I’m already at work, then suffering garbage is somehow not smart for myself. if I have a contract for 40 hours a week and I spend them in the office anyway, then it’s better to work, do something useful, developing myself with this. because there will be personal growth
if I don’t sit in the office, then I drink beer and ride a motorcycle,
why should I die at work and spend time on Facebook after work, I don’t know at all
if a person doesn’t want to work, then why force my brain? good in IT, salaries are good, quit and do whatever you want interesting until the money runs out,
but if there are no interests, then ..... then I don’t know

Answer 8

Задачи должны быть интересными
Оплата высокой
Попытка дерганья разработчика с задачи на задачу - штраф тимлиду за поганую организацию.
А мотивации и прочая клоунада - это ИБД манагерское. Дешевка.

Answer 9

соболезную организациям, которые держат разработчиков на окладе без привязки к результатам, они могут заранее заказывать себе надгробья с надписями типа "здесь похоронен самый гуманный в мире бизнес".
у нас все давно получают по результатам, есть результаты - получите, нет результатов - ищите других работодателей

Answer 10

Для мотивации нужно понимании цели. Если есть помание для чего это делается, процесс пойдет, иначе - нет.

Answer 11

Option 3
Do you remember Leonid Gaidai's comedy "Partner"? As soon as they tried to “inspire” the 40-year-old lazy Fedya. They talked about spaceships, the Bolshoi Theatre, tap danced. As a result, Shurik had to carry out explanatory work with the help of a whip. No matter how hard you try to inspire employees, there will always be those who cannot be motivated. From the word at all. It is better to get rid of them even before the start of cooperation, so that later you can work only with adequate people, and not with “citizens who are alcoholics, parasites and hooligans”.
No one canceled the money, but employees work better not only with a salary in their heads. Some value status—offer transparent growth. Others love to learn - invite to trainings. Still others create a brand out of themselves - give them a chance to perform at conferences. For example, some firms hold weekly presentations on books read. This move solves several problems. The speaker gets recognition, the staff gets professionalism, people get to know each other better, interact more easily.
По сути это нервная система бизнеса, которая выгодна как руководителю, так и подчинённым. Сам факт контроля (внешнего или внутреннего) дисциплинирует. Начальник контролирует, насколько продуктивен сотрудник, тот всегда может отчитаться о работе. Заходя в CRM, пользователь видит карточки с активными проектами, списки дел, переписку с коллегами, пересылаемые файлы. На рынке масса бесплатных решений до 5 человек, до 12 человек. Не подходит CRM, заводите органайзер, планировщик, трекер привычек и т.п.

Answer 12

Вопрос вечен
Слишком общий
Не решаем в общем случае
Также ведет к спору
cs4315.userapi.com/u6624594/113919673/z_1d386d74.jpg

Answer 13

ну вы придите к начальнику и скажите вот я стал работать больше и лучше подними зарплату .
ну или попробуйте не работать или попробуйте работать фрилансером там зп вообще подпрыгнет в разы

Answer 14

Вопрос в тему!
Ответ тут: Расчет стоимости работы фрилансера и схема мотивац...

Answer 15

Скажи чтоб тебе давали в 2 раза больше работы и в 2 раза больше платили.
И что ты в 2 раза быстрей делаешь чем условный разработчик. Ну вообще грамотно организовывать так чтоб зп все зависло от количество выполненных задач.(и обеспечивать запредельный поток задач грубо говоря что при желании вы можете получить в 2-3-4 раза больше).
Ну или фриланс)

Answer 16

1. Если есть в этом свой интерес, конкретнее карьерный рост,ЗП, развитие чего-то собственного бизнес/аутсорсинг, что может помочь сотрудника заставить работать, потому, что это нужно ему (практика). Оно же саморазвитие, + планировщики заданий, чтобы видеть куда девается время и на что ты его потратил.
2. Конечно же money.
А за ЗП люди будут работать, ровно столько, сколько им платят, а это 2 важных задачи до обеда. Если они не бояться потерять работу.

Answer 17

https://www.youtube.com/watch?v=c_u25b3j1tE

Answer 18

Можно сказать что Мотивации нет, есть только работа, которые ты не хочешь делать. Если работа приносит удовольствия, мотивировать не нужно.
Но если это наемный труд, работнику важно, что бы их труд оценивали по достоинству. Поэтому деньги неотъемлемая часть повышение продуктивности сотрудников. И та самая "мотивация" в форме денег, приветствуется, особенно появляется желание у работников, не когда ты скажешь, что у тебя будет +10к в кошельке, а то что на незапланированные деньги ты купишь себе шикарные часы. Это будет еще результативней.
Ну и нематериальная "мотивация" тоже должна присутствовать, рейтинги лучших сотрудников и т.д. Тщеславие рулит в нашем обществе.

Answer 19

Смыслом.

Answer 20

For an office worker, I think the options are:
1) just come and get a salary increase as advised above, but there is a chance of being sent nafig because. depending on the tasks performed, it may be easier to take two junes to your place than to increase your salary.
2) come to the manager / team leader, tell that the current work and salary do not motivate, I want career and salary growth, etc.
Together, draw up a development plan, according to which it will be possible to improve qualifications and, accordingly, salary (ask for more complex tasks / more responsibility / if the qualifications allow you to take patronage over some junior and help him develop, etc.) i.e. for example, in six months to grow from middle to senior.
There are three options here:
- через полгода развития по плану будет повышение зп и должости
- денег больше не станет, но все равно работа станет интереснее и будет развитие, а значит перспектива потом найти работу лучше
- фирме это не надо/нет ресурсов/не нужны более квалифицированные работники/итп - соответственно перспектив по деньгам и развитию тут нет, надо или уходить или фрилансить/самообучаться

Answer 21

Когда приносят готовые задачи на блюдце, это всегда превращается в рутину. Если Вам стало скучно - начните вести собственные проекты: создавайте собственные продукты и поддерживайте их, работайте во фрилансе, научитесь чему-нибудь новому. Занятий можно придумать действительно много. При достаточном опыте работы, не составит труда выделять часть "лишнего" времени на это.
К сожалению, в реальной жизни мотивация в виде премий и различных бонусов неэффективна, более того, со временем вызывает обратный эффект. Высокоорганизованные люди часто сами стремятся на руководящие должности и не нуждаются ни в "пинках", ни в "подачках" сверху. Большинству людей гораздо привычнее работать над конкретными задачами и быть поставленными в определенные условия, поэтому, в случае с подчиненными, работают только контроль и дисциплинарное воздействие.

Answer 22

As I see it.
You work in a team. There is a list of tasks to be completed. All in sight. How much you will or will not do is known to all. If you do a little or a lot, everyone will see. This is where conscience and team spirit come into play. Conscience will not allow you to do little, to do more than the given task - the team spirit will help. The project manager's job is to maintain balance.
Another conversation about freelancing - in this case, you are your own motivator. I will do little - I will get little, there will be nothing to eat. I will do more - I will buy a car, an apartment and so on ...
In the case of team work, the team itself is the motivator. In the case of freelancing - only personal ambitions, well, a little competitive struggle.

Answer 23

К ставке должны быть привязаны как поощрения, так и штрафы за лентяйство.

Answer 24

Здесь получается интересная штука, чем серьезней корпорация или компания, тем насыщенней корпоративная культура и сообщество со всеми "вытекающими", где поощрения идут от денежных до хорошего повышения, перспективных позиций, поездок, участия в конференциях, интересные тусовки, общий отдых и досуг. В таких компаниях обычно сотрудники держатся "зубами" за свою работу и действует неформальная здоровая конкуренция.