Hi and welcome to this article on Motivation.
I'll start off with a simple but very true point- "You cannot motivate people"
Yes I'm making sense, especially when I add the ending - "You can only create environments where people Choose to be motivated"
As a manger it is 100% your responsibility to create this environment. Motivation is most effective when it is an indirect effect and a by-product of the atmosphere and mentality you create by setting example through your own actions and through the creation of a team environment.
Simple direct motivation attempts such as offering incentives, such as spivs, are often not of any particular interest to staff. Have no doubt they will take whatever is going but it won't actually solve any underlying issues or promote any long term loyalty. It is a very, very short term solution to any issue you are trying to solve if it even works. If you already have a good atmosphere and team spirit you wont actually need to do any of this anyway so watch out for signs and resist the temptation to throw money at a problem.
In fact, I left my last job due to what I'd describe in general terms as, motivational issues. When I gave notice, I was offered a 20% pay rise as incentive to stay. Now this may seem excessive on their part or a win/win situation where I'd obviously say yes and be happy and work hard and they would keep a senior member of staff that knew their systems and culture. But the truth is I was not happy with a lot of issues concerning treatment of other staff and company attitude. I took a job with "slightly" less pay and better treatment and feel I am better off.
So Motivation as a process needs to focus on a slightly larger picture. One where some of the actual desires and life issues of staff members are taken into account and blended with the Company Goals and Objectives. Now this does not have to be a formal appraisal type interview, that attitude may actually hinder the process if there is a suspicious atmosphere in existence and asking staff to write down their 5 year plan is more depressing than helpful. Keeping ears open and making notes informally works best here. When it comes to setting targets and appraisals (and you must do this) this "insider information" can appear as though you have an actual interest in the person and in effect will become a motivation in itself.
A SUGGESTION: A workshop type activity where you work as a group with staff to find a way to achieve a company objective. Involvement in such management activities even on non critical issues can create such a bond and motivate staff to exceed their "job description" into taking on responsibility to GET THE JOB DONE when it gets hectic. It will help also to change this "Group" into a "Team" which is when you will see real results and productivity. Make it culture to solve problems this way and watch your workload reduce also.
An example of this in action on a small scale - A former staff member "Ciaran" wanted to be a manager in one company I managed. He was young and inexperienced but had the most important attribute needed to lead; He wanted to be a leader. I gathered through light conversation that this tied in with his life goals and personality type. So in his daily work he was given some responsibility, asked for his opinion on decisions and left to learn from mistakes now and again, I involved him in meetings where possible and asked his opinion, even implementing his suggestions on occasion.
The result: He began coming in on his day off to check up on projects he was involved in. He was constantly a top performer in sales and began taking on the attributes of a manager. He is extremely motivated and works FOR the company. I never once heard the words - "Sorry, I just work here" from him as is often common culture these days.
The point being If you treat your staff as individual PEOPLE with more going on in their lives than the eight hours you see them every day then you will get a lot more back than is in their contract. You will receive Quality AND Quantity in workload and not just the usual going through the motions that keeps somebody in a job.
So here is a few motivation guidelines:
1. Be on time always - A simple suggestion but there are so many managers that are casual about time keeping. Its not that staff follow in your footsteps, they are adults after all, it is simply that as the manager your standards are the company standards. If your standards are low you cannot honestly expect staff to try to be better than you. If you do and complain to them about time keeping - Expect them to be DE-Motivated by this.
2. Work Hard and Smart - Creativity is admired by all. Showing creative ways to solve problems will inspire anyone, Ive seen and put this into practice - IT WORKS
3. Involve, Involve, Involve - If they are part of the structure of the place and there is a sense of achievement then equally there will be a sense of loss if things don't work out. It is no use blaming staff for shortfalls in efficiency if they had no input into how things where done except to show up and no eye on the prize!
4.Communicate - I've seen and worked for managers who sit in an office all day and don't communicate. This touches on involvement and setting standards. You cannot be respected if nobody knows you. You cannot know where your company is truly going and how it works if you don't know the staff. The STAFF are the company. Getting to know them will provide you with resources you didn't know you had.
5. Be A Leader - You are NOT one of the lads anymore. You are the boss. Set the standards and live by them. Set the course and steer the ship. The staff which as the engine room will get you where you want to go but you must be the captain, communicate and involve.
If you can do this you will be a successful manager. You will achieve good figures and it will be noticed. Mark my words it has happened for me and it works.
Good luck
Phil Winston
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