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There's always a good way and bad way to do anything, and it seems that most people in the position to work along or manage other people find all the bad ways to do it.

Some people think that they can motivate their staff through harsh commands and strict, unforgiving scheduling, and although fear can work occasionally when used properly (after all, Machiavelli wrote an entire book on the subject!), in reality what most happens is that coworkers and staffers will despise their boss, and never give him the benefit of the doubt.

In reality, people are motivated best by self-interest, and an important interest to any self is esteem. People will naturally work harder and more effectively if they know they are needed and someone is grateful for their skills; furthermore, because everyone has their strengths and weaknesses, a boss's acknowledgment and recognition of an employee's skills can drive that employee both to bring his strengths to tiptop condition but also to make weaknesses into strengths.

However, one must also realize the personalities and thinking styles of each team member; sociologically, for example, older staff members are more adept at working as part of teams, and they pay more attention to process and details. The up-and-coming new team members may be sheerly more talented than older staff members, but they will have been raised in an individualist and entrepreneurial spirit: they work for themselves and are about results, not process.

A boss or team leader can use these personality types to his advantage: to motivate entrepreneurs, he should go to these people individually and give them tasks that allow them to work alone with their creative juices. When these people perform, the boss can of course reward them for their service. On the other hand, to motivate older workers, a team leader should pay attention to giving those workers clear details and processes, and commend these workers for their attention to detail.

Furthermore, because people cannot simply be categorized into two groups, a team leader must capitalize on the individual strengths of each member. When team members feel that the leader personally knows and appreciates their abilities, they will push harder to impress.

As the phrase goes, one catches more flies with honey than with vinegar. And while one shouldn't degrade one's staff to the level of flies, the idea follows. To motivate staff, you've got to offer compelling positive incentives for them. At the basic level are the financial and financial related incentives. Competitive salaries and hourly rates, retirement and pension plans, investment plans, one-time bonuses, and bonuses based on performance can all form a solid financial backing for staff motivation.

Money isn't everything, of course. Staffers must be comfortable with the culture of the organization. The culture must be affirming - is work life flexibility emphasized? Do staff members have easy access with others in the management hierarchy and are managers approachable? When workers realize that their managers care about them and are working side by side with them, this will compel them to put in their all as well. When staffers realize that they have flexibility in how or when they can work, they can commit to options that best work for them and their families and be at their optimum.

In the end, to motivate staff, the goals of the organization have to align with the goals of the individual. People are more motivated when they know they are a part of something, and particularly empowering is the fact that they are a part of something they already care about.

Learn more about this author, Jack Roviere.
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