There are quite a few misguided leaders among us who believe that all motivation is about dollars. The thesis is that with sufficient money, you can motivate effectively, but if you’re cash-poor, then suddenly you’re de-motivating. Nothing could be further from the truth. And while incentives are payments of sort to entice behavior and performance, motivation is the intrinsic desire to achieve those behaviors and performance. The difference may seem subtle, but in reality, it’s a chasm like the Grand Canyon.
Motivation takes leadership, thoughtfulness and a demonstrated compassion for employees. We must sincerely care as much about their well-being as we do our own. And our efforts need to center around communications, involvement and recognition. With that in mind, there are three behaviours that are already within your repertoire that can drive effective motivation.
Communications
Nothing is more important for encouraging motivation than effective communications. The ability to hear and be heard is critical for establishing the link between wanting to do something and actually doing it. Make sure performance and objectives expectations are realistic and equally aligned. Be honest and open with data and information and allow your staff to determine what “enough” information is, before arbitrarily deciding for them. Provide a good, forthright look at the “big picture” and above all, eliminate unnecessary blaming.
Involvement
Involvement means getting in tune with your people, understanding what makes them tick and using that information to create opportunities. Determine what your staffs’ key motivators really are and provide openings for real, substantial input. Force decision-making down to more appropriate levels and increase ownership and buy-in through inclusion in both front-end planning and progress efforts. Break down traditional hierarchy and “change the game”.
Recognition
Recognition doesn’t have to come wrapped in a pretty bow called “employee of the month”. In fact, real recognition comes from making sure management attention is appropriate for performance level. Don’t micromanage a key performer just to satisfy control tendencies or the status quo. Instead, provide developmental and learning opportunities within the work and project itself. Basically, allow employees to grow through “doing” and reward them for a job well done.
Motivation isn’t about the money. It’s about effective leaders stepping up to lead and taking personal accountability for that leadership. Money can certainly provide an incentive for behavior changes and specific performance, but the real motivation, the intrinsic motivation that provides impetus for personal accountability and doing “whatever is necessary” – comes from skilled leadership, not the ATM.
