Motivation is based on the environment that you (as the coach) create and the environment in which your team/players practice and compete. If you foster a more task-oriented environment, one in which players show up wanting to perform better than they did yesterday, a more positive view of mistakes as learning opportunities, and create a fun environment, your players will be more likely to "give it their all". Be encouraging, lead by example, and your players will soon follow.

One can’t motivate someone else. Motivation comes from within. Leaders must learn what works for each individual and help them to become motivated.

Learning your team members “why” is the first step in motivating them. Ask thoughtful questions and then LISTEN. Listen to understand rather than listening to reply. Once you have gained honest feedback and listened with intent, you can take the next step and support their needs.

Communication comes in many forms. Verbal and non-verbal (daily actions) are the most common. Other forms of communication that can display your vision are graphics and other visuals. Strategically placing these visuals in high traffic areas will ensure your team continuously see your vision / message. This also allows you to physically point at something during organic conversations that come up throughout the day.

When you match passion and talent you achieve congruence. Your goal as the leader is to make sure you understand your team members’ passions. Once you have an understanding of their interests you must match them with projects that are in alignment but are also in the area of their skill set. This is challenging if you have not created a trusting relationship. Trust and understanding allow you to know what’s best to optimize performance and passion.

I have personally utilized my education and on the job knowledge as a simple peer. When you open up the doors to get to know who you work with than you can learn what interests them and find opportunities to encourage growth by identifying with them and their goals.

You can be an awesome boss in just about most aspects while maintaining a good reputation, however, At some point that will only get your so far. When you are simply the backbone of support and people do not see you applying your skills on-the-job you become more of a person for resolving conflicts associated with the chair as employees are hesitant to reach to deep. Showing your people that you're more than a reference or authority figure by letting them see how you work. Getting to know who your people are on a day-to-day basis.

My best experience with my past supervisors are the ones who are transformational in their feedback. Assessing the stats, the results, the areas to improve and relating to someone why this important to their development. Don't just focus on the areas for improvement but the areas someone is excelling. The old fashioned business SWOT - Strength, Weakness, Opportunities, Threats Analysis is a fantastic approach to presenting feedback.