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Motivation is Always a Challenge!

One of the most frequently asked questions by managers and supervisors is, “How do I motivate employees when the workforce is downsizing?” If employees have a fear of losing their jobs, motivating the workforce can be a manager’s toughest challenge.

Lack of motivation costs more in productivity, both tangible (workers are able to accomplish more than they presently are) and intangible (the waste of capability), than we will ever be able to calculate. Most people would agree they are capable of accomplishing more in life. The big question is how do we, and the others who work for us, get motivated to accomplish more.

To understand the art of motivation, it is important to recognize and define what is motivation. Motivation is an internal need or goal, which is translated into some type of action or drive. As the need is fulfilled, it reduces the drive. By this definition, it raises an important question – Is it really possible to motivate someone else? It is not. But, what is possible is that you can create an environment where the people who work for you find it easier to be motivated.

This entry is dedicated to sharing ideas to help attain and maintain personal motivation, and to provide suggestions as to what we can do to create an environment where others are motivated.

Self-Motivation

If we are ever going to be motivating to others, we must first be self-motivated. When recently interviewing a manager about department problems, I could understand the source of the employees’ lack of motivation. It was depressing just to be in the manager’s presence.

There are several things managers or supervisors can do to increase their personal motivation.

• Create a clear vision of where you want to go, both personally and departmentally.
  A vision is a clear mental picture of a desired future outcome. It is like a picture on a jigsaw puzzle box. It shows you exactly what you are trying to create. For example, if you want to be a motivating supervisor, you need to be able to close your eyes and actually see yourself being an enthusiastic, motivating individual.
• Set goals that will help turn your vision into a reality.
  Good goals are specific, realistic and obtainable, measurable, have a specific time frame, and are meaningful to you.
• Do not stop learning and growing.
  One of the great motivators in life is the feeling you are learning something new. The reality is it really doesn’t matter what you learn. Last year I learned to install an automatic sprinkler system. This may not sound like much, but for me, it was a major accomplishment.
• Associate with motivated people.
  Motivated people have high self-esteem and people with high self-esteem have the ability to support you in achieving your goals. People with low self-esteem do not have this capacity. Low self-esteemers dig their feet into the quicksand of life and try to drag you down with them.

So, if we able to remain personally motivated, how can we motivate those around us?

• Help those around you try to clarify their personal and department vision.
  If people do not know where they want to end up, they will not know what goals to set. Be honest with your people. Admit that times are tough today. Ask them what they would like to create to make things better. Getting people to focus on creating a better future will take their minds off any negative environment they might be experiencing today.
• Help your employees clarify their goals.
  If the vision is clear, the goals will be definable.
• Truly value each employee on your team.
  As the workforce gets smaller, there is more work for those who are left on the team. The last thing a manager wants is people on the team who are not pulling their weight. One way to help foster the feeling of motivation is to value the “gifts” that the employee brings to the team. Each one of us has two values – a “commodity value” and a “gift value.” To explain this concept, it is helpful to think of an artist. When an artist paints a painting, the artist has given the world a true “gift” on canvas. Why is it a gift? Because no artist paints exactly like another artist. If the artist develops this craft, the paintings will take on a commodity value and can be sold. Employees also have a gift and a commodity value. When we acknowledge an employee’s gifts, we acknowledge their unique contributions to the department. When we acknowledge their unusual contributions, people feel like they make a difference. If we do not focus on an individual’s special gifts, then we focus on the individual’s commodity value – we pay them a certain wage to get a job done. If we concentrate on the commodity value, there are many employees who will lose their motivation.
• Maintain high expectations for your people.
  Anything less than superior accomplishment is not motivating.
• Give your employees “the blessing.”
  Most children want their parents’ blessing. This is the feeling children receive when they know their parents accept them for who they are and are proud of what they have accomplished. One parent said it best by stating, “We are very lucky to have such great children. All three have done us proud!” When children do not receive their parents’ blessing, it can have a devastating effect psychologically. What is interesting is that employees want the same “blessing” from their boss. Most employees want the feeling that their boss is glad they are on the team and that their boss is proud of their contributions. One manager gave this “blessing” by stating, “John, I am really glad that you came to our department. Ever since you came on board, we have not had unnecessary delays in the production cycle. You have really made a difference in this organization.”

If you help your employees focus on the future with a positive vision, clarify their goals, acknowledge their unique gifts, encourage high expectations, and give employees “the blessing,” you will create an environment that can produce a more motivated workforce – even in this economy.





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• Great Leaders are Great Learners
• Leading in Chaotic Times
• What Does it Take to Create a Workplace that Breathes Engagement?

Filed Under: Leadership, Leading Change, Managing Layoffs, Peter's Blog on September 21st, 2009