(2) System of regular evaluation. Simple errors can bring major disasters,
especially in the medical care field. A system of regular evaluation is vital. Inspections
should be both formal and informal and corrections made without delay. A unit that is
missing supplies or equipment and a unit which has sloppy procedures are not capable
of accomplishing their assigned mission.
A motive is a reason for doing something. A person's motivation is affected by
two things: the strength of his need and how well he believes his intended action will do
in satisfying that need. People can have either internal or external motivation. Internal
motivation could be his beliefs, values, self-interest, fear, and the urge to be helpful.
External motivation could be danger, a chance for promotion, or pressure from others.
These are often combined and may either strengthen or weaken motivation.
a. Aligning Individual and Unit Needs. All of us have a strong desire to satisfy
our own needs. Your job as a leader is to show your personnel that their needs are
aligned with the needs of the unit. Both perceived punishments and rewards can be
used towards this goal.
(1) Punishments. Perceived punishments may include such things as
withholding privileges, extra duty, withholding recommendation for additional schooling,
and being passed over for promotion. Examples might be:
(a) Reteach and retest after hours or on Saturday for those failing
No weekend passes for those whose equipment or uniforms do not
(c) Extra physical training (PT) for a soldier who does not make the
(2) Rewards. Perceived awards include such incentives as verbal praise,
recommending a soldier for awards, time off from duty, and taking special pains to stand
up for your good soldiers when they need help. Other examples of rewards might be:
(a) A glowing narrative on the enlisted efficiency report (EER).
(b) Using phrases such as "I've been noticing your hard work, and I
really appreciate it."
(c) Creating local awards or certificates and awarding them at unit
meetings. Individual awards will probably be useful for only the top 5 to 10 percent of
the unit, but they can inspire the others who will recognize that excellence is rewarded.
Some rewards can be used for the whole unit when they are appropriate. A word of
caution: Praise should be earned. It becomes meaningless if overused.