My philosophy on motivation is driven by four points: 1) recognizing hard work and sacrifice, 2) fostering communication throughout the workforce and 3) finding the right button (or what makes your employees tick). Mario Andretti states that “desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek.” These three points are part of my philosophy because, when executed properly, they help maximize worker determination and commitment to excellence in the workplace.
The power of recognition is most effective when used in moderation and at the right time. When an executive identifies and rewards exceptional effort or a rare achievement, the value from that recognition increases. A simple act such as a company-wide email acknowledgment or expressing gratitude for someone’s work during a meeting will go a long way. Adding a personal call or handshake will exponentially amplify this acknowledgement because the employee will see that you personally care for him or her and are most likely to work even harder to impress upper management.
Materialistic goods, such as an increase in pay, trophies, badges, ribbons or plaques may also be an effective method given the context of the work environment. However, it should be noted that these items could also lead to unhealthy competition, which may backfire in the long run. What is most important is that upper management continues to find new, creative ways to implement recognition and apply them at the right time. Finding something that serves as a constant reminder of one’s achievement will prove to be a powerful statement; for it shows that you care for your employees and the work they do.
Communication is another characteristic that I believe serves as a key point in my philosophy of motivating one’s workforce. Communicating openly with your employees is a reliable method to keep them on task and inspire them to work harder while improving office morale. Furthermore, by allowing your employees to control the limits of communication with upper management, you enable them with a sense of power, integration, camaraderie and responsibility, all of which are vital to nurturing a work-driven environment. One way to do this is by scheduling communication-oriented meetings. By planning a weekly or bi-weekly meeting with no purpose other than opening lines of communication, you allow your employees a sense of care for their thoughts and feelings. Furthermore, if action is taken given the nature of the matter that is discussed, the manager, in turn will gain his or her subordinates’ trust because they will know that their input is being taken seriously. Moreover, to make effective use of these meetings, it is important to open the floor to questions, concerns and opinions while asking employees questions that are relevant to the context of the topic or issue at hand.
It is also important to note that upper management should not count on junior members to come to them, even with an open-door policy. Some members may be too timid or afraid to approach their supervisors because they could view it as a sign of weakness or incompetence. Instead, make it clear to them that you want to hear their concerns and that they can come to you if they have problems or need further explanation on something. In addition, ask employees if you can help them with anything they are currently working on. Routinely touch base with them after delivering messages or instructions to ensure that they are well understood. By opening lines of communication, you are offering transparency and making it easier for employees to address issues before it is too late. This transparency will translate into a sharper, more efficient workforce in the long run.
Finding the right button to push is another point of motivation that is truly effective if used appropriately. One example from class is Bill Parcell’s undeniable ability to instill fear in his players, pressuring them to work harder or else they will face certain consequences. Coach Parcell also talks to players individually to see what makes them tick and find out the truth behind what drives them. Another example of finding the right button is using humor as a tactic as opposed to fear. As a swim coach, Charley Casserly led a team of hard-working swimmers who were up against a team of more boastful swimmers who often intimidated their opponents. In order to ease the tension in the atmosphere during the beginning of the meet, Coach Casserly stood on top of a starting block and pulled off his jacket to reveal a Superman costume shirt, triggering laughter and amusement both from the crowd and his own swimmers. This act of self-deprecation not only eased the pressure and fear instilled by the other team, but actually boosted his team’s confidence. As a result of Coach Casserly’s altruistic act, his team went on to win the first race of the meet.