Do you know what motivates your people?
Edition 5 - Managing risk as teams go back to work
We are continuing our theme of helping managers identify and deal with some of the people management challenges arising in disrupted workplaces as teams regroup and businesses recalibrate.
We are focussing our blog on some common issues, with an opportunity to download a few short, practical guides or key steps from our well-established Management Development Program (MDP) which may be of value to you or your teams.
In this post we are drawing on the Motivation Module of our MDP giving you a few principles and practices that busy managers can start to employ.
How do I motivate my team?
During the various lockdown scenarios of the past year, one of the most common challenges reported from managers has been: “How do I motivate my team during this very strange time?” Now we are being asked a new variant of the same question: “How do I motivate my team - now that we’re trying to establish some ‘new normal’?”
The irony of course is that in many respects the answer to both questions is the same: “You can’t.”
What do we mean by such a bold statement?
At a most basic level, the reality is that you can’t motivate people (at least not in an enduring sense): people motivate themselves. However, a critical part of our job as managers is to create an environment where each employee can find motivation.
There are many well researched theories of motivation and some wonderful resources to help us understand this vital and complex element of performance and satisfaction. In our MDP we explore several of the most renowned and useful models. Today, we’ll focus on a few principles and practices that busy managers can start to employ to create environments in which their team members can motivate themselves as we realign to new business expectations.
“Research consistently suggests the biggest single reason people leave their jobs is because of their line manager.”
1. Environment influences behaviour
…from an employee perspective, “managers” are part of their environment.
Perhaps the most chilling confirmation of this is that research consistently suggests the biggest single reason people leave their jobs is because of their line manager.
The good news from this is the confirmation that creating an environment for motivation sits firmly within the line manager’s own influence – even if they can’t control things like the organisation’s remuneration policy.
TIP: Acknowledge with your team members that things have been different for many of us during the past year and one of your job priorities is to help better understand where each of them is now, and what you need to do to help them perform well and enjoy their jobs.
2. There is no one answer
…each person is different.
The good news is that there are some tried and tested ways of identifying what may be the most appropriate way to create a motivating environment for each person.
The even better news is that sometimes the most straight forward approach is the best: ask them!
TIP: try asking the powerful question: “What can I do as your manager, to help you achieve your goals?”
You might be surprised by the answers. Sometimes an answer may be as simple as “Please clarify my goals in this new period: just what is it that you expect from me and by when?” or “Let me put my strengths to best use” or as complicated as: “Let me have half a day a week, either in the office or at home, when I don’t have to be interrupted by others”
3. Know each of your team members and when they perform best
…this knowledge will make your job as a manager easier and increase the chances of your employees being motivated even when circumstances are changing around them.
Who are your “moving towards” people who respond to positive reinforcement or promise of greater responsibility? Do things which will encourage this.
Who are your “moving away from” people who seek clarity on what will happen if something is not achieved? Do things which will make this clear.
TIP: Some of us prefer public recognition, others glow with a private word; some like a carrot and some a stick – the key is to establish what is best for each particular employee: not what you as a manager like using! Start this week.
4. Know each of your team members as people and the important circumstances in their lives
…this knowledge will save you time sifting through random “motivational tools” and help you focus on the most relevant for each person, at the right time.
We’ve probably all heard of Maslow’s Hierarchy of Needs which broadly argues that needs motivate us – but only until they are met.
Maybe we don’t stop too often to work out how this model can help us at work.
For example, “How do I decide whether a supermarket voucher or an invitation to attend a ‘winners’ breakfast’?” will be an appropriate reward for Jimmy? Do you know your employees well enough to determine if putting breakfast on their kids’ table is more relevant to them (right now) than being recognised and eating at someone else’s breakfast table?
And are you aware of when their circumstances change and you need to change your selected action?
TIP: Also consider what actions you can take within the workplace which might meet employee needs and create an environment where they can motivate themselves? Do remember though that work is not the only place where people can meet their needs.
Here is a sample worksheet with tips to help managers take some actions to meet various needs in the workplace.
5. Guiding Principle:
Despite our many differences, for most of us, most of the time, we need three things from our manager to enable us to motivate ourselves.
We want to know what’s expected from us and how it contributes to the bigger picture;
We want to feel that our values are broadly in line with those of our workplace;
We want some confidence that if we do the right thing, and demonstrate the shared values, we will be recognised and rewarded.
TIP: Don’t let your employees feel invisible. Work on identifying and delivering these three things and you’ll have much less difficulty with employee motivation and you’ll have successfully delivered some of your own key responsibilities. Perhaps the satisfaction of doing that might be good for your own motivation too? A win/win!
Are you Interested in learning more about our Management Development Program?
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