Motivational Strategies for Today’s Managers

Managers can improve their ability to motivate employees by providing timely and frequent
feedback, adapting to circumstances and special needs, and tackling workplace problems before
they have a chance to destroy morale. They can also work on being more inspirational as leaders.

Provide Timely and Frequent Feedback

No matter which theory of motivation an organization or manager subscribes to, providing

timely and frequent feedback is essential. Feedback is the mechanism that shapes employee
behavior. Without it, opportunities for positive reinforcement will be missed, and the effort put
forth by employees will eventually wane because they’ll see little reason to continue.

Feedback “closes the loop” in two important ways: It give employees the information they need
to assess their own performance and make improvements if necessary, and it serves the
emotional purpose of reassuring employees that someone is paying attention. Even if the
feedback is constructive criticism, it lets employees know that what they do is important enough
to be done correctly.

Make It Personal

A recurring theme in just about every attempt to explain motivation is that motivation is a very
personal phenomenon. Rewards and feedback that stimulate one employee to higher achievement
can have no effect on a second employee and demotivate a third.

In an ideal world, managers would be able to personalize motivational efforts completely, giving
each employee the rewards and feedback that spur him or her to peak achievement. However, the
need for fairness and the demands on a manager’s time place practical limits on the degree to
which motivational efforts can be individualized. For example, just because an employee might
view time off as a more significant motivator than bonuses or recognition, you can’t just give
this person extra vacation days as a reward for top performance without offering the same reward
possibilities to all employees. In addition, arranging or negotiating rewards on a case-by-case
basis would consume too much of a manager’s time.

The situation calls for a four-pronged approach. First, establish systems and policies that are as
equitable and as automatic as possible, and explain to employees why they are fair. Next, build
in as much flexibility as you can, such as offering employees the cash equivalent of paid time off
if they prefer money over time. Third, get to know employees as individuals in order to
understand what is important to each person. If one person craves intellectual challenges, give
him the tough problems to solve. If another thrives on recognition, give that employee the chance
to give presentations to upper management.

Of course, you need to give everyone an equal shot at opportunities, but as much as possible, let
employees choose which opportunities and rewards they want to pursue.

Adapt to Circumstances and Special Needs

Just as the dynamics of motivation vary from person to person, they can vary from one situation
to the next. For example, a slow economy and rising unemployment introduce a number of
stresses into the workplace that need to be considered from a motivational perspective.
Employers have less to spend on factors that can help avert employee dissatisfaction (salary, for
example) or that can spur motivation (such as bonuses and other incentives). As a result,
satisfaction and motivation are in danger of slipping, but employees have fewer options for
finding new jobs if they aren’t happy. The big exceptions are a company’s top performers. When
unemployment is rising and money is tight, high performers in any industry can often find new
opportunities where average performers cannot. As Edward Lawler pointed out in his recent
BusinessWeek article, “Value-Based Motivation,” when companies are struggling, their best
employees—the ones they need the most—are the ones most likely to leave. Consequently,
managers need to work extra hard to keep these top performers happy and motivated.

The threat of layoffs can motivate some employees but demoralize others. Some will work
harder in the hopes of minimizing their chances of being let go. Others, however, will wonder if
there’s any point in working hard if the economy is going to wipe out their jobs anyway. Also, if
“survivors” perceive that the company is not treating laid-off employees respectfully or fairly,
their motivation will probably slip. Clearly, tough economic times put a huge motivational
burden on managers, but those who treat employees with honesty and compassion stand the best
chance of retaining the best people and keeping them motivated.

Inspiring Leaders Don’t Let Problems Fester

An upbeat, supportive work environment can have a tremendous effect on employees, spurring
them to greater individual performance and a richer sense of team spirit with their colleagues.
Unfortunately, the opposite is just as true—a negative work environment can destroy motivation
and productivity.

No workplace is immune from problems and conflicts, but negativity is an emotional “virus” that
can infect an entire organization. Jumping on a problem quickly can have a double positive
impact: It solves the problem, and it demonstrates to everyone that management cares about the
emotional health of the workforce.

So don’t let problems fester.

The Problem: Leaders Who Demotivate Employees

Good employees are already self-motivated—that’s part of what makes them good employees.
It’s up to leaders not to make stupid choices that demotivate employees. Many employees get
worn down their managers engage in micromanaging, the annoying practice of overseeing every
small detail of employees’ work and refusing to give them freedom or autonomy. This destroys
employees’ initiative.

Another Problem Regarding Demotivation

Managers with low emotional intelligence can create toxic work environments that demotivate
even the most driven employees, so it is essential for managers to understand the effect that their
behaviors and attitudes have on employees.

In Summary

Remember that no matter which theory of motivation an organization or manager subscribes to,
providing timely and frequent feedback is essential.