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Motivate Your Team To Top Performance
Article by Eric Garner
For many years in the mid 20th century, it was believed that the key to improving the contributions of workers was motivation. Motivating people – what you need to do to get others to do what you want – became the holy grail of management.
The motivational psychologist, Victor Vroom, studied 500 companies in search of one universal theory of motivation. But to no avail. Nobody, it seems, knows precisely what motivates people and what doesn’t. Nevertheless, much of our management of people relies on motivational techniques of one sort or another. Here are the top 7 in use today.
1. Carrot And Stick. The most basic form of human motivation is pleasure and pain. We seek those courses of action that we believe will result in pleasure and avoid those that we believe will end in pain.
This simple instinctive theory suggests why many average performers dislike the thought of change. They believe it will be uncomfortable, require too much effort and involve painful self-awareness.
The “carrot and stick” is the practical application of the instinctive theory of pleasure and pain. In these cases, we are offered the prospect of something pleasurable as a carrot (money, praise, kind words, a happy workplace, security…) and the prospect of something painful as a stick (loss of money, loss of job, bad feelings, unhappiness, a dismal cv, a poor reference…)
2. Money. F.W. Taylor and the early management theorists were in no doubt that money was the only true motivator. Their simple management theories were built around the concept that, to get a person to perform and continue to perform, you only needed to pay him enough. Taylor proved this by showing how people responded to incentive schemes.But money is not a simple motivator. Its motivational effects may last only a short time and when it is given disproportionately and unfairly or in place of things people would rather have, it may even act as a disincentive.
3. Recognition. Recognition and non-recognition are the emotional equivalents of the carrot and the stick: recognition of ourselves and our work makes us feel good; non-recognition and being taken for granted makes us feel bad.
While seeking their own theory of motivation, a team of psychologists led by Elton Mayo carried out a series of experiments at the GEC Hawthorne plant in Chicago in the 1930′s.
In one renowned study, they experimented with different levels of lighting. To their amazement, productivity went up when conditions deteriorated. The experimenters concluded that it was their own presence and the recognition given by them to the workers that made all the difference to how well people worked.
4. Meeting Our Needs. Needs motivation theory argues that we are more motivated by what we don’t yet have and need, than what we do have and no longer need. This is the motivation that drives both rich and poor to work: the rich, perhaps, to meet a need for achievement, the poor to meet a need to survive.
Psychologist Abraham Maslow identified five recurring and ever-present needs that motivate us…the need for basic requirements such as money and what money can buythe need for security, both psychological and realthe need for social contactthe need for recognition from othersthe need for self-fulfilment.
5. Goal Motivation. Research shows that goals which are clear, specific and reachable produce a higher level of motivation than goals which are vague, unspecific and out of reach. Desired goals that are just outside our reach have an almost magnetic effect on us. Research by Leavitt and Mueller found that when a group was given specific goals, 62% of the targets were met as against only 27% when the goals were not specified. Motivational goals need to be more than specific: they should also be ones that people feel strongly about, should be worthwhile and should fit in with other things that the person wants.
6. Meaningfulness. When people see little or no connection between what they do and why they are doing it, there is usually a low level of motivation. People are merely going through the motions. This can happen when there is distance between the producers and consumers. Bridging the gap through information, education and feedback can turn meaninglessness into meaningfulness. Wyatt describes how during the Second World War the output of British armament factories rose by three times after the factory workers met and spoke to the air crews who were to use their products.
7. Personal Motivators. Personal motivators are those things that fire up individuals and are always more powerful than using standard motivators, such as money and status. Good managers recognise the value of finding out the things people want to do because they want to do them. Here are the top 9 things that people will do without too much effort on your part:the chance to excel at somethingthe chance to work with othersthe chance to do something high-profilethe chance to be creativethe chance to do researchthe chance to serve othersthe chance to do new and exciting thingsthe chance to take chargethe chance to do things in our own way.
“The more I want to do something, the less I call it work.” (Richard Bach)
While there is no single, simple theory of motivation that works in every case with everybody, you can still use these 7 theories as the basis of working with different members of your team and produce the productivity results – and more – that your team are capable of.
About the Author
© Eric Garner, ManageTrainLearn.com
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Let me ask you a simple question. Do you, as a manager, want a highly motivated team who don’t take time off work, who achieve their goals and objectives, and don’t stress you out in the process?I’m sure the answer is – Yes! However, you’re no doubt asking how you’re supposed to achieve this ‘miracle. ’
The one thing you need to know about team motivation is that – there’s no such thing! Okay, so the football manager ‘motivates’ the team by getting them together at half-time and ‘explaining’ how they’re about to lose the game unless they start to play a lot better. (This, of course, is the polite version)
However, the only way to build a highly motivated team is to concentrate on individual motivation and create an environment where the individual ‘motivates them self. ’ Every member of your team is a complex and complicated human being and they all have different needs. Your job, as a Motivational Manager, is to find out what these needs are, and satisfy them.
There are 3 actions you can take
1. Spend some quality time with each team member – One or two minutes of quality time on a regular basis is far more productive than an appraisal once a year. You need to get to know the individual better and they need to get to know you. You’ll gain a much better understanding of them and how they’re handling the job. It will also send the message that you care about them and show that you’re there to help with problems, both personal and business.
2. Give feedback and coach them – You need to regularly tell each of your team members when they’re doing well and when not so well. This is where so many employers and managers fall down in dealing with their people; they’re hopeless at giving feedback! Many managers are uncomfortable telling staff how they feel about their work performance. Some managers still believe – “Why should I praise people when they’re only doing what they’re paid to do!”However, most employees want to know how they are performing in their job; they want to know if they are doing it right or how they could do it better. If you really want to motivate your team members then you need to ‘catch them doing something right’ and tell them about it. If, on the other hand, you hear or observe them doing something you’re not happy about, then you need to tell them what needs improved and coach them. It’s important to tell the team member when they’re not performing. There are too many managers who either ignore poor behaviour or come down on the person like a ton of bricks. There are particular ways to give feedback and coach and they’re described in detail in my book – How to be a Motivational Manager.
3. Be a believer – You need to constantly demonstrate to the team member that you trust and believe in them, by what you say, your tone of voice and your body language. They will very quickly sense if you don’t trust them to carry out their job and they’ll act accordingly. If you believe that your people are not to be trusted to do their job; that they’ll turn up late and go home early, then that is exactly what they’ll do. On the other hand, if you believe that your people will do their job well, that they can be trusted to make decisions that are good for the business and that they’ll give you a fair day’s work, then it is more likely this is what you’ll get. As with all theories, there is no guarantee that this will work every time. However the majority of people in this world are reasonable people; if you treat them as such they’re more likely to behave in a positive manner.
So there you have it; Motivational Managers know that to get the best out of their people they need to concentrate on the human interactions and make that emotional connection with each individual team member.
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