Myths and Reality
There are many myths surrounding what motivates individuals at work.
People immediately say they turn up to work ‘for the money’ but that’s only one of many motivating factors. Job security and recognition are also strong motivators, as is recognition, job satisfaction and a feeling of worth and belonging.
Others say it’s fear that motivates them – the fear of failing or fear of losing their job. Fear is a great motivator, but only for a very short time. Instilling a sense of urgency within the team, and individuals is good, but an on-going sense of foreboding won’t motivate. Neither will lots of shouting, screaming and threats – not in the long term.
Another myth is that the boss has to motivate their employees. This is simply not true! Ever tried to push or pull a stubborn mule? Motivation comes from within, and only individuals have the ability to motivate and empower themselves.
So what is your role as their leader? How do you ensure people are motivated, when you cannot motivate them yourself?
Your role is to create the right culture and environment in which people feel motivated. Disengaged, unvalued and disillusioned people just aren’t motivated to perform to the best of their abilities.
Motivation is so important – you cannot sack your team and go out and recruit people who are ‘more motivated’ – under your watch the motivation will be the same. Skills and abilities may vary – but the potential for great motivation within a team remains the same – and remains very much within your influence!
A motivated team of individuals feel much more satisfied in their roles, so as well as giving more, they take more away personally. This means they are more engaged, loyal and committed.
There are four key motivators for individuals, which relate to how a person feels about themselves. Therefore they are not satisfied through simple financial reward, or by the provision of a better working environment, although these have a role to play in motivation. Rather they are emotional needs, which as a leader you should recognise and respond to:
Do I see any value in what I do?
‘Has anyone taken the time to explain to me why my role exists, and how it adds to the greater good…’
How much input do I have?
‘I have ideas about how my job could be done, but no-one to listen’
Is there an opportunity to improve?
‘I want to progress my career, and learn more. If only my future was valued’
Is my hard work recognised and valued?
‘I make the extra effort; much more than those around me, but no-one thanks me. I feel used’
As a leader you already have the formality of the position you hold – people will want to do as you ask, but you need to bring with you the friendliness of the person you are. Which individual won’t willingly do more for a mate than someone they don’t know well. Being a friend to every one of your team enables you to build up the relationships that matter – relationships where they believe you listen to their ideas, respect them as individuals, and value their work. We hear a great deal about ‘relationship management’ – maybe we should speak much more about ‘Relationship Leadership’
A strong leader understands how individuals feel within their team – what motivates them, the level of job satisfaction and fulfilment they have, and how for they want to progress. By simply ‘being there’ for your team, and encouraging your managers to do the same, you create a warmth within the culture of the company that no-one can fail to appreciate or be engaged through. Leadership is not a mandate to distance yourself from the rest of your workforce, it is an integral part of the role to engage.
Those who work for you will appreciate that you give them the time of day, which shows your respect for them; can see life from their perspective (you will learn a great deal about your own organisation!) and also explain how vital their role is to the organisations’ success.
Make it Personal
Even a single word of personal encouragement can go a long way to motivating a person to be committed to the cause. People are influenced by those around them. Think about how much time each of your team spend alongside each other, with the conversation between them being about how undervalued they are, along with the cynical cut-and-thrust of everyday working life (moans about their bosses, about pay etc). NOW see how valuable your input is into their lives! Making sure you take the opportunity to redress the balance is a gift worth taking!
Fostering a team spirit is also hugely important. As well as one-to-one opportunities, create time with teams, to encourage, share, and value them. A sense of belonging is really important to how people feel about themselves, their own involvement in the company, and their loyalty to you and to their colleagues. People feel reassured, excited and motivated to be part of something bigger than what they alone could ever achieve. People love being part of a cohesive team. ‘Together’ is a very influential word.
Further thoughts on motivation, and these are also very much within your control! Set a clear personal example. The influence of this on others will be significant. Willian James is quoted as saying ‘Act as if what you do makes a difference. It does’
Along with this, set high expectations and standards. You will be surprised how individuals are motivated to live up to them.
Motivation and integration
Motivation is not a subject that remains an isolated concept, it’s an integral measure of your capability as a leader to deliver success through others. Creating the right environment for individuals to feel motivated is interlinked with your aims of delivering the right culture at work, ensuring that morale is high, and that people feel a part of a valued team.
A final word, and it’s from Rupert Murdoch: ‘In motivating people, you’ve got to engage their minds and their hearts. I motivate people, I hope, by example – and perhaps by excitement, by having productive ideas to make others feel involved.’
