Motivation: A Full Time Job
“I pay your salary, that’s enough motivation.”
All-too often, this may be the attitude of many business owners (small, medium or large). Money isn't motivation. At best, it’s what psychologist Frederick Herzberg calls a “hygiene factor”. In other words, you can pay someone handsomely, but if they’re not happy in their work, they will be less productive and will (eventually) leave.
During crisis times, most people feel they’re “lucky to have a job” and will do everything they can to keep it. Once things improve, many employers are surprised by a “sudden spate” of resignations. They didn’t look after their people during the bad times, so why should their people look after them in the good ones?
There’s so much literature out there about “motivation”. Managers at all level are sent on courses to improve their “motivational skills”. More and more, these courses concentrate on the “real” motivators” rather than the “easy” hygiene factors (paying more money, having nice office premises, giving a company car, etc). In a world that demands more productivity from fewer people, motivation plays an ever-increasing part in delivering a superior service.
People are still not recognising this.
Both Herzberg and another psychologist - Abraham Maslow - both recognised that “money isn’t everything” in the late 1950s. Despite this, people still persist in almost demotivating their people without realising it. When they leave, we hear the classic excuses of “He/she obviously wasn’t right for the company.” Or similar. No one thinks to ask what they might have done better. Admitting failure as a leader isn’t a strong point with many of us…
So what could we all do better (I have been caught out more than once my own failure)?
People’s most basic needs are “physiological” (being fed, sheltered) and “safe” (free from potential threat). Once these are met, they look to be valued and recognised. Even a simple “good morning” when you come into the workplace in the morning is a great start. Imagine if your boss just walked past your desk every morning without even acknowledging your presence (oh, hang on, some actually do). How would you feel?
Equally, most people relish the chance of being given responsibility and the opportunity to prove themselves. They may need help along the way (surprisingly, not everyone is a “natural CEO” when they first join). For myself, I enjoy a challenge and the feeling that I’m contributing. If I feel I’m not doing anything useful, what does that do for my willingness to stay?
As a quick exercise, try asking what you can do to:
- Recognise people
- Give them responsibility (even for something small)
- Provide opportunities to prove themselves
- Give them a sense of belonging
- Show you trust them
Remember, though, this is a continuous process, not just a one-off.
And by the way, saying people should be “self-motivated” is another way of abdicating your responsibility as a leader…
I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services. For strategic questions that you should be asking yourself, follow me at @wkm610.
Labels: Career, Leadership, Strategy, Teamwork
posted by William Martin @ 11:22
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