A PPENDIX 2 W AYS TO M OTIVATE O THER P EOPLE is a principle of team leadership, not a methodology for encouraging high performance from each person. No one, not even the authorities cited in Chapter 3, has designed a foolproof method for evaluating the incentives that encourage people to do their be 1) and then discussing the results can benefit everyone. 2) to estimate what is needed to provide the proper incentives for each person on a team. A team manager must also allow people opportunities to exercise autonomy and hold them accountable for their actions. Decisions on rewards flow from the expectations that the team leader and members have of each other, and should be based on objectives and clear-cut data, such as production reports. Personal relationships or other subjective factors are not acceptable. Rewards for good performance are among the positive consequences a leader should spell out when a team is formed or when someone joins it in progress. The leader s expectations should be made explicit, and immediate feedback always helps, because the leader does not control the delivery of some rewards that people want especially money and it is not always easy to match rewards to needs. Both positive and negative feedback for the team and for individuals play an essential role in reinforcement. Positive feedback reinforces a job that was well done. Negative feedback leads to corrective action, preventing a person from going too far astray. R EWARDING FOR S UCCESS Letting people know how they are doing helps them feel they are being taken seriously and that what they are doing is being noticed. This enhances their self-esteem and feelings of importance. But praise alone is not the only reinforcer. The organization has to provide tangible rewards as well. 103