Why a bit of ‘warm & fuzzy’ is important for motivating teams

How to motivate people has been a topic of conversation which has come up several times for me over the last couple of weeks.

Previously, I have written about the principles of autonomy, mastery, purpose which Dan Pink promotes in his book ‘Drive’. The theory set out in the book is one I believe in strongly but talking about it with others has made me realise that there is a further aspect that needs to be considered.

I’ve also written before about the value and importance of the ‘cuddle’ hormone oxytocin and I think there is something important here that helps to motivate people to come to work and give their best.

It’s a complex environment we are working in today and technology has sped up the pace of change. News is instant and we are expected to be able to respond and change direction very quickly. Certainly, working with lots of small charities, I see leaders and staff delivering in tough conditions, trying to push on forward despite high levels of uncertainty.

It takes a lot of resilience to keep going under these circumstances and I think that there is some ‘warm fuzzy stuff’ that leaders can easily implement which helps to keep people motivated.

Recognition – firstly, when people work hard, they want to be recognised for their efforts. This doesn’t have to take the form of big awards but just something to show that they have been noticed, whether that is an individual or the whole team, sometimes both probably, just let them know they have been seen.
Appreciation – say thank you! In whatever form you are most comfortable with and preferably often. A common view seems to be that work is transactional i.e. people come to work, do the job and get paid which should be thanks enough. It isn’t enough though if you want a motivated, high performing team. For that, you need to give a bit more which means saying and doing things that make people feel appreciated.

Celebration – celebrate often, let staff enjoy being at work and feel good about what they have achieved. Far too often, we finish one thing and move straight on to another with no looking back. If your team works hard and delivers success, encourage them to take time out to reflect and celebrate their achievements however small.

Whilst I believe these things are important all year round, I also think that Christmas is a point in the calendar where we should take a moment to reflect on what’s gone well, thank people for their contribution and celebrate the achievements of the year gone by.  So this year, why don’t you think about how you use these ideas to ensure you have an empowered and motivated team for 2020.

 

Like this article? Have your own experience to share? Let me know what you think in the comments below.

 

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(Image by Free-Photos from Pixabay)

Giveaway: Drive – the surprising truth about what motivates us

This month, we are giving away a copy of Daniel Pink’s New York Times top 10 bestseller ‘Drive: The surprising truth about what motivate us’ and here’s the reason why…



A couple of years ago, as part of a management course, I attended a workshop that explored how we can keep people motivated.  Keen to get the best out of my teams, I was listening intently, excited at the prospect of learning new ways to engage people and enhance performance.  As the tutor explained Maslow’s hierarchy of needs, he outlined the different levels of need which need to be fulfilled for an individual to achieve the central goal of ‘self-actualisation’ or ‘full realisation of potential’.

This was great but I already knew about Maslow and was hoping to be able to build on this knowledge and take something new from the session.  Having an awareness of modern theories in this area, I was puzzled to hear the tutor say that there haven’t been any motivational thinkers since Maslow in the 1960’s and 70’s.

After the tutor had finished presenting, he moved around the room to speak to the different groups.  When he reached our group, I raised my thoughts with him:

‘You mentioned that there haven’t been any motivation theories since Maslow but I actually do know of one’.

‘Ah yes’ he said ‘are you talking about Daniel Pink?’

I confirmed that I was indeed speaking of Daniel Pink and his theory set out in the book ‘Drive’.  To my surprise, the tutor responded:

‘Yes, we’re not allowed to teach that’.

Thankfully for me, I’d read Pink’s theory already and put the ideas into practice to great effect so I was dismayed to realise that others were being prevented from exploring Pink’s theory.

At a later event I went to where we were discussing well-being, the conversation turned to staff and motivation.  It was clear that there remains a view that people ‘just’ go to work for money and that’s all they are looking for.  I don’t believe this is the case and whilst money is important – of course, we all want to have nice things and a comfortable lifestyle where we can spend our days experiencing joy and not worry – money alone does not provide job satisfaction and fulfilment.  Drive explores this idea in more detail, considering why people go to work and how Managers can capitalise on that to encourage optimum performance.

It wouldn’t be fair for me to spoil the book for you so if you, like me, did not cover Daniel Pink in your management course but want to know how to help people in your team to reach their potential, I suggest you retweet or share on social media and subscribe to this blog before 27th October to be in with a chance to win your own copy and see what difference it could make.

 

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Is a decent salary and good pension really enough to motivate people?

After watching a video on motivation shared by Harvard Business Review, there were some points I wanted to share.

Firstly, The Explainer: One more time, how do you motivate employees? says that force is the first thing not to use if you want to motivate employees.  It seems widely accepted today that ordering people to do something is not the way to inspire people and get them on board.

One of my early blogs focused on Daniel Pink’s thoughts on motivation, set out in his book Drive.  He says that the basic need is salary so employers should ‘pay enough to take money off the table’.  This video says something similar, setting out Hertzberg’s ‘hygiene factors’ of salary, working conditions and job security.  These factors echo Maslow’s theory of motivation which suggests that motivation requires people’s basic needs to be met as a starting point.  I’ve worked in organisations where the belief seemed to be that paying a decent salary and good pension is enough to motivate people.  Instead, I would suggest that these basic factors encourage people to stay with your organisation and so come to work every day but they are not enough to make people perform.

What we need to be thinking about as leaders is how to get people to take responsibility and move forward on their own.  This next layer includes factors such as challenging work, autonomy, recognition and advancement.  These things get people interested and fired up to push things forward so that they achieve high performance.

As a manager, I believe that achieving this is about taking a more hands-off approach and giving individuals space to try things and learn from them.  To avoid things taking a long time or moving in the wrong direction, I provide clarity around the overall aims and objectives, advice and guidance on how to complete the task and parameters for the work.  This includes my thoughts on the best way to go about things, how I envisage it will look or feel and time allowed for the task.

For me, this all takes the form of a discussion where individuals can challenge my views and share their own ideas.  Once we have agreed the requirements of the work, I leave them to carry on with it, checking progress on a regular basis and offering support so they know where I am if they have questions or need advice.

This approach requires trust and humility; it requires me to let them be expert in what they do and accept that they might know more or have better ideas.  The more I can let them act on their own beliefs and draw on their expertise, the more happy, satisfied and motivated they feel in their work. It has always seemed to me that it increases loyalty, respect and commitment as well.

Furthermore, I would suggest that motivating people requires an appreciation of the individual and respect for a diversity of views and opinions, spending time as a team and allowing space for relationships to develop, celebrating success, encouraging them to push forward and supporting them to achieve their personal goals.

Do you use any of the techniques above? How do you achieve motivation and performance within your team? Share your thoughts below.

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Mastering motivation

A few weeks ago, I was at a conference and found myself engaged in a debate around what motivates people at work.

The colleague I was talking to was from a large public sector organisation and seemed to be a Theory X thinker, assuming that people would rather be anywhere than in the office and only go to work for money.

My perspective is that whilst people ultimately work because they have bills to pay (who wouldn’t prefer to be on the beach or in the garden), once that basic need is met, money ceases to be the main motivator. In this sense, Theory Y is where I sit as I assume that people want to work and manage my people with this in mind.

Most of my thinking has developed from a concept set out in Daniel Pink’s book called ‘Drive’. This book is so recent that it was not covered in a recent management course I attended. We were told in the session that ‘there hasn’t really been any theory developed on motivation since Maslow’.

But some of us know different.

Pink starts off with an argument that book that generations coming through today are not motivated by money. He believes that the model of performance related pay where people are set targets which are rewarded with bonuses is out of date and actually those joining the workplace over the last couple of decades are driven more by values than money. With this in mind, according to Pink, the first thing employers have to get right is to ‘pay enough to take money off the table’.

Once the basic financial need has been met, we can move away from Maslow’s basic needs of food and shelter and move towards the top of the hierarchy to achieve esteem and self-actualisation.

So to bring it back to Pink’s ideas, achieving motivation requires leaders to allow our employees to achieve the following three things:

Autonomy – Mastery – Purpose

Basically, to motivate people we need to trust them to do things their own way, setting the direction and letting them get on with it. This is AUTONOMY.

We need to give them the space and support them where necessary, allowing them to get really good at what they do. This means that they are able to learn and improve until they achieve MASTERY.

And we need to be clear about why they are doing what we have asked them to do so that they know what they are doing is for a good reason. This means they understand their PURPOSE.

Applying this to the way my team works completely changed my focus and delivered some fantastic results. Of course it didn’t mean I left them on their own completely, it just changed the way we worked together. Instead of telling people what to do and how to do it, this approach requires leaders to set the direction and support individuals to achieve. It requires managers to ask more questions and find out where you can add expertise to improve the outcome. What you will find is that the team checks in with you more because they want to get things right. It’s definitely worth adopting because the rewards of empowering people are immense.

Go on try it! I dare you…

If you want to hear it from the man himself, check out this TED talk: https://www.ted.com/talks/dan_pink_on_motivation?language=en

Or you can buy the book here:

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