Almost everywhere you turn
there seems to be another rewards based incentive program to motivate
people. This approach can work short term only for people who don't
like their work. But with the time these people will only demand larger
rewards to gain the same satisfaction. And for people who actually
enjoy their work, their performance and motivation will most likely
decrease short and long term since they are the ones who don't require
external factors to do what they enjoy. I have found that the best way
to ensure people are at their best is to align their abilities (what
they are able to do if motivated) and their interests. The intersection
is where people will thrive.
The problems with motivational programs
Each
person is unique and has different needs. Most motivational programs
assume that all people are motivated by the same factors. This is
simply not true. Why in many motivational programs there are different
winners and losers? Whether it is the sales trip to Hawaii, the
employee of the month parking spot, or the employee of the week free
lunch, these programs only offer the opportunity for the unhappy
workers. These programs are in use because they are easy to implement,
measure, and produce. They don't take deep thought or long directions
to understand. Do this and you will be rewarded or do this and you will
be punished. People are much more complex than that.
How not to motivate people
In
order to learn more about motivation, first learn how NOT to motivate
people. Here are a few ideas. Give people work not worth doing or which
does not add value. Micromanage people by giving them less opportunity
for autonomy and decision making freedom. Make people compete against
others or standards. Use this as the sole guide for rewards and
punishments. Showcase the winners and losers to everyone else. This
will for sure help to lower morale and motivation. Focus on
productivity and efficiency and not on personal development. Ignore
peoples' abilities and interests and instead like cattle herd them ONLY
to work which needs to be done in specific ways.
A better approach
It
starts with the hiring process. Hire people who want to do the work you
have available. Make people development a higher priority than profit.
That's right, you read this correctly. When people feel like their live
mean something to those they work for, productivity will soar to all
time highs and of course will be followed by profit. Give people full
autonomy in their work. Let people make all decisions, work in ways
which best suit them, and encourage collaboration but not competition
at work.
Enabling vs. motivating
Enabling
motivation means teaching. Managers teach people how to motivate
themselves and in turn people find ways for self-reward, praise, and
internal motivation. Stop the silly Friday dress down days, employee of
the month awards, and special parties for high performance. This rarely
works for children so why assume this approach to motivate work for
adults. Treat people at work as owners and as a result people will act
and make decisions like owners.
New results for the Best Manager
It
takes hard work for a person to be the BEST Manager especially when it
comes to helping others to be motivated. The step is to realize the
difference between motivating and enabling motivation. As a result
people and organizations will thrive and work better together which can
only help the bottom line.
Craig Nathanson
Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.
Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.
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