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Motivate without Money
September 1, 2007 By: Ellen Ely Paperboard PackagingTreat your employees the way they want to be treated, and they'll gain motivation and pride.
I magine the owner of your company came to you and said, "You've been doing an excellent job. All your jobs look great. Take these tickets and show your family a good time." When you looked in the envelope, there were four tickets to the opera. How would you feel? Opera tickets may be the perfect reward for some people, but not all.
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How could this attempt to acknowledge your good work be more effective? One word: personalization. If you weren't an opera fan, your boss could have found out your favorite sports team or restaurant, and surprised you with a reward you'd really enjoy.
Practice the Platinum Rule
Most of us grew up understanding the Golden Rule: Treat others the way you want to be treated. Knowledge of human motivation evolved, and we now suggest practicing the Platinum Rule: Treat others the way they want to be treated.
Consider the "reward" of asking an employee to give a presentation in front of a large audience. You might love the opportunity, but others could literally become sick with worry.
There are people who strive for leadership positions and others who reject promotional opportunities year after year. We need all types of people in our industry — the highly ambitious and the quietly content.
By getting to know peoples' preferences, you avoid embarrassing mistakes that cause the employee to feel disrespected, such as:
- 1. Inviting a vegetarian out for a steak dinner,
- 2. Offering to buy a drink for someone who is an alcoholic,
- 3. Sending flowers to someone with severe plant allergies.
You may ask, "How am I supposed to know those kinds of things about people?
Ask. Simply ask.
Personalization also motivates people to want to change. By acknowledging each individual's strengths and weaknesses, employees know their performance is recognized. The more people feel noticed, the more willing they are to accept corrective feedback.
Learn to Separate Feedback.
Of all motivational techniques, I consider separation of feedback the most essential. Many years ago "sandwiched feedback" was popular. The intention was that corrective feedback should be given between two praises. This technique was designed for marriage counseling, to keep married couples from killing each other. Some management gurus ran with the idea and we have had confusion in the workplace ever since.
It takes control and concentration to separate feedback. For best results, give corrective feedback before the employee can accomplish the task, and praise after the task is completed.
There are exceptions to the separation of feedback guideline. In the case of a performance review or in crisis delegation, it is necessary to mix feedback. But in day-to-day management, separating feedback will be much more effective.
Fine-Tune Your Listening Skills
To personalize motivation, we need to "listen between the lines." The best way to do this is through open-ended questions.
Try to practice the open-ended questions: who, what, when, where, and how (WWWWH). People are most motivated when they are totally clear on what is expected of them. By asking these questions, you can test for understanding and hear the individual's concerns and preferences.
The WWWWH is essential to effective delegation. For example, when approving a new box design, ask questions such as:
- 1. Whom did you speak to about the design?
- 2. What does the customer want done first?
- 3. When does the job need to be completed?
- 4. Where can you fit it on the schedule?
- 5. How much material will this job require?
Put sticky notes on your desk and clipboard with WWWWH. If you use these questions, your employees will be clear on their duties and therefore more motivated. In addition, you will get to know your people much better.
Acknowledge Diversity
Many of us work side by side with individuals from other groups, whether they are cross-generational or cross-cultural. The same issues that separate us (age, race, nationality, religion) can make the workplace more interesting and stimulating.
In the board converting industry, some plants work with a large Hispanic population. One company wanted to recognize the crew's good work, so they asked their team what they would like to do to celebrate. The crew members wanted to put on a pig roast, cook all the food and bring all the music. Even though it was a lot of work, they were thrilled to share a bit of their culture. The bonding that takes place in culture sharing is a tremendous resource to promote loyalty. This pig roast was so much more beneficial to all than a pizza party or hot dogs and chips.
Other groups that require a thoughtful approach are employees of various generations. Baby Boomers (1946-1964) may have a different sense of urgency and loyalty than Generation X (1965-1980) or Generation Y (1980-1995).
For example, the orientations to work assignments vary widely. They might ask:
- 1. Baby Boomers: "Tell me what needs to be done."
- 2. Generation X: "Show me how to do what needs to be done."
- 3. Generation Y: "Why do I need to do this?"
Try personalizing your motivational approach for each generation:
- 1. Baby Boomers: Meet with them in person. Focus on one thing at a time. Tread lightly on technological demands.
- 2. Generation X: Avoid small talk. Be direct. Use email. Don't micro-manage. Acknowledge their hunger for change.
- 3. Generation Y: Ask their opinions. Expect resistance to "boxes" (chain of command, job descriptions). Provide frequent feedback.
When working with these different groups, meet them where they are. Remember, everyone tunes into the concept of WIIFM – What's In It For Me.
Unload Dead Wood
Nothing can bring down the morale of an organization as quickly as an unreasonable, negative or cranky boss. There is a saying in the human resources field that "people quit managers, not companies." Everyone wants to be treated with dignity and respect. As a company owner, if you tolerate just one hotheaded manager, you can lose an entire branch of excellent employees, even if you have a wonderful company.
As a manager or owner, it is essential that you are aware of your team's morale. It's not just money that motivates; it's personal pride from doing a good job and receiving recognition.
