How to Keep People Motivated: Fundamentals
As a professional in human resources, I get asked by managers often what they can do to improve motivation in their teams and direct reports. It's an important question and the answer is not always the same. Partly, this is due to what is going on within the organization or with the person at any given time. For instance, an early stage company with all new employees needs different motivational methods than does a troubled company. The country or corproate culture makes a difference, too. What works in China isn't always the same success for a team in Germany.
That said, three fundamentals work in all groups across the world at any stage of a company's history. I encourage managers to evaluate how well they do these on a day to day basis.
1. Make each person feel significant. Psychologists tell us people like their work when they know - and are recognized - for making a difference. The way a manager treats them confirms it or invalidates it. This is more than showing respect for individuals. The manager is responsible to ensure each team member knows he or she is important for the ideas and contributions and personal commitment to all they do. If managers are sincere and consistent in confirming this, they can count on people who will give it their all. Managers should err on including all employees when they communicate. Make sure people know what is happening and why. Leave no one out because inclusion is a way employees measure if they are significant or not. If they are "in the know" they are "in"; if they are "in the dark" they are out. Where communication is inclusive, motivation is much higher in organizations.
2. Ensure people are competent and are in roles that play to their strengths. People want feedback about whether they are truly competent. Managers who assign roles and responsibilities in thoughtful ways that take full advantage of peoples' strengths reinforce the fact individuals are capable. A person in a role that is a bad fit loses motivation or can bore quickly. A manager should hold regular discussions with individuals to understand what career aspiration they have and to support individuals in developing the skills and experiences needed to get there.
3. Create ways to build strong relationships among staff members. An important reason people stay in organizations is whether they have friends there. If people like their colleagues, they have more engagement and stamina. This helps any organization make it through thick and thin. Manages need to build in time for team-building, celebration of success, social networking and recognition of anyone who does extraordinarily well on a special task or project. A little fun time helps, too!
Managers who conscientiously works on these three fundamentals keep people motivated, engaged and excited to come to work every day.