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Motivating Others
People tend to do their best work when they are in an environment that
makes them feel valued, where they get a pat on the back or a “thank
you” for a job well done. Those courtesies, so simple we sometimes
forget to utilize them, can do much for office morale and can motivate
staff to go the extra mile. But how do you foster a welcoming
environment, and how do you create motivated staff members? We
sometimes forget the power of simple courtesies, says Barbara Mulay, a
staff development associate.
A few things to keep in mind when thinking about how to recognize and
reward staff members:
* Don’t assume people feel valued just because they continue to be
productive.
* Don’t assume that what makes you feel good-in terms of recognition
and reward-will make others feel good.
Mulay noted that a study by Kenneth Kovach of George Mason University
comparing employees’ ranking of what they wanted from their jobs with
what their bosses thought was important to employees had some
surprising results.
Tops on the employees’ list was interesting work, followed by
appreciation of work, a feeling of being “in on things,” job security
and good wages.
Employers thought good wages, job security, promotion/growth, good
working conditions and interesting work were most important to their
staff.
It also is a good idea to think about where people are in their
careers when thinking about rewards and recognition. Pay incentives
might be appealing to young workers, while professional development
opportunities might interest mid-career folks. Long-term employees
might feel better about their job if they are included in policy and
strategic planning discussions, giving them a chance to share the
experiences they have had over the years.
Easily overlooked but also important, Mulay noted, is attitude.
“Attitude is contagious.” If a supervisor or team leader approaches
the workplace with a positive, upbeat attitude about the projects
being worked on,that enthusiasm will transfer to other staff, making
for a more comfortable work environment all around.
Leaders and supervisors who are serious about maintaining a productive
environment and motivating staff to do their best need to talk with
the staff to find out what is important to them, said Mulay. Shy
people, for example, may not appreciate public forms of recognition,
while others might be boosted by an e-mail recognizing their efforts
that is sent to all their colleagues.
You can’t do the same thing again and again to motivate people, Mulay
noted, indicating that taking the individual into consideration is
important. Does the person prefer public or private recognition? Is
the individual task-focused or relationship-focused?
Public recognition can take such forms as a mention at a staff meeting
or in a department newsletter, presentation of a trophy, or a gift of
flowers at the office. Private recognition could be a gift certificate
for a favorite store, acknowledging the accomplishment in a written
evaluation, sending flowers to the person’s home or taking the person
to lunch.
Task-oriented individuals may appreciate being given more challenging
projects or being asked for their input, while relationship-focused
people may respond to a “thank you” at the end of the day or having
colleagues provide extra support during bad times.
Those at the late end of their careers might appreciate being given
mentoring responsibilities or more control of their work environment,
while mid-career staff members might appreciate flexible scheduling
options and professional development opportunities. Those early in
their career might need immediate praise to boost their confidence.
They benefit from a variety of work experiences and usually appreciate
the opportunity to test new ideas.
Are you a motivator?
Are you motivating your staff? Use this checklist to find out.
* Do you personally thank staff for a job well done?
* Is feedback timely and specific?
* Do you make time to meet with-and listen to-staff on a regular
basis?
* Is your workplace open, trusting and fun?
* Do you encourage and reward initiative and new ideas?
* Do you share information about your organization with staff on a
regular basis?
* Do you involve staff in decisions, especially those that will affect
them?
* Do you provide staff with a sense of ownership of their jobs and the
unit as a whole?
* Do you give people a chance to learn new skills?
* Do you have a promote-from-within policy?
* Do you celebrate the successes of individuals as well as your unit
as a whole?
* Do you reward staff based on their performance?
* Are your rewards what staff really value?
* Do your rewards encourage the behaviors you most want to see?
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