Motivation depends on two key elements — people's desire to do work that interests and inspires them, and their personal belief in their chances to succeed. The lesson: align work accordingly, and you are destined to motivate people. In fact, the motivation will be intrinsic — the work itself will motivate.
Remove obstacles.
A motivating manager knows how to clear the way and help people make things happen. Create a steady flow of resources. Make sure that every process and procedure is efficient. And steadily run interference with the higher-ups, so that new ideas are always met with support — not resistance.
Get rewards right.
Rewards fall into four categories — money, advancement, recognition, and the nature of the work itself.
Financial rewards — salary increases, bonuses, and cash "prizes" — are most meaningful to employees who are building material assets and supporting others. One example: recent research shows that younger workers — Gen X and Gen Y employees — are far more driven to perform by financial incentives than their older counterparts.
Advancement is most important to people who value status, as well as autonomy and authority. In today's "flatter" organizations, however, fewer promotions may be available. Think, instead, about providing leadership opportunities through key roles such as team leader, project manager, and group facilitator.
Recognition is about praise and other gestures or tokens that say, "Thanks for a job well done." Be timely, creative, and personal with your praise, and match the recognition to the contribution. If an employee worked day and night for weeks to complete a critical project, a T-shirt or movie tickets won't cut it.
People's work can be a reward, too. For employees who most value growth and development, a plum assignment may be the perfect recognition. Job rotations, cross-training, and special assignments in other departments can make for great rewards, too.
Deal with poor performance — and performers.
Many managers inadvertently reward poor performance. How? They overload top performers, who eventually feel that the distribution of work is unfair. (Why are they doing more than others who make the same pay?) While extra projects might seem like a pat on the back at first, they ultimately feel like punishment when they are overdone.
Do everyone a service, and don't allow others to pick up the slack of poor performers. Instead, deal with "under-performers" directly by actively coaching them, tracking their progress, and determining the best next steps.
Make sure you are a role model.
Enthusiasm is inspiring. Negativity or cynicism, on the other hand, is contagious. Model the attitude and energy you would like to see from others. Check your verbal and non-verbal behavior. (People are always watching and listening.) Have a good word for everyone, and be genuinely positive about the organization. And when problems do arise — as they will — promote a collaborative, can-do mindset.
About the Authors
Louellen Essex and Mitchell Kusy are workplace experts specializing in developing leaders and creating learning organizations. Award-winning consultants and university professors, they are co-authors of Manager's Desktop Consultant: Just-in-Time Solutions to the Top People Problems That Keep You Up at Night (Davies-Black, 2007, $18.95). Contact them on the web at louellenessex.com and mitchkusy.com.
