Regardless of your industry or team size, being a leader is no easy task. You have to be a counselor, a disciplinarian and a source of encouragement all at once. You must be able to find ways to improve your team motivation.
Finding a balance
between those roles — some of which at first seem to conflict — requires a
crystal-clear vision, passion for your people and a commitment to developing
your own emotional intelligence.
Great things can happen when people are motivated—but making that happen isn’t a simple task, because no two people share exactly the same motivation.
The best leaders understand that motivating others is an important part of their role and that doing it well means discovering and providing motivation that’s unique to each individual member of their team as well as building organizational values that foster motivation.
It’s possible to replace employees, but you can never precisely replicate an individual’s specific skill set. In today’s knowledge economy, the old adage that employees are your biggest asset rings true.
One of the most important things you can do as a leader is showing your employees you understand this, as well as the value they bring to the table — that you have confidence in their skill sets and expect great things.
Setting high expectations not only inspires employees, but it also helps you get the best work from them. At the end of the day, your team’s success equals your success.
Below are the key ways to keep your team motivated and, ultimately, help your entire organization succeed.
Start with the basics
The first principle of motivating others is
communicating to them how important they are—letting them know they’re valued
and what they do is important.
Chart a career path for employees
Rarely are employees satisfied with clocking in, clocking out and collecting a paycheck. They want to know that they’re learning and growing on the job, that they’re actually working toward something.
In fact, according to Work Institute research, career development (or, rather, the lack thereof) is the leading cause of employee turnover in the U.S.
Show employees you care about their development by having conversations about their career objectives, and not just during your annual reviews.
A Quantum Workplace study has found that when employees have these types of discussions more than once a year, there’s a marked increase in levels of engagement.
Be intentional about this process to ensure you regularly discuss professional goals with each of your direct reports, whether that be via an official quarterly meeting, a casual lunch conversation or something in between.
What should happen during these discussions? First, dial-up your emotional intelligence and pay attention to how employees are feeling and responding to you. Make sure your employees know that their career success matters.
Share your goals with them, and ask about their own. By discussing your own goals with your employees, you’ll show that you trust them and help them feel more comfortable opening up.
Secondly, offer ways that you or the company at large can help them work toward their objectives. Don’t leave the meeting until you both have some concrete action steps.
Invest in their future
Show an interest in the career path of your employees. Get to know their best areas, what they enjoy doing, and what their aspirations are.
Give them challenging assignments that play to their strengths and help them grow, then celebrate their successes.
Give them autonomy
One of the greatest motivators a leader can give is freedom—the freedom to make decisions, to come up with new ideas, to move things forward independently.
Give them autonomy.
Autonomy is the best motivator for many people. When you tell someone you trust them, you empower them to do great things.
Seize opportunities for learning
through experience
Encourage your employees to learn from work experiences — both the good and the bad. This may require helping those you coach to recognize the learning opportunities in their workday.
It is critical to recommend reminding your employees to reflect on what went well, what didn’t go so well and how they can improve in the future.
You can call out these daily learning opportunities in the moment or ask your direct reports to think through what could have gone better on a weekly 15Five or quarterly survey.
Identifying and responding to these learning experiences is incredibly powerful; it helps create a culture of learning within your team.
In addition, provide resources for continued learning throughout the year. These could take the form of an in-house training platform or financial support for an off-site workshop, among other options.
Reward those who make an effort to improve and grow, whether that’s with a gift card, a one-time bonus, access to further educational opportunities or even just bragging rights, such as “Learner of the Month.”
Make it personal
Not everyone is driven entirely by work. The people on your team all have hobbies and interests, families and friends. Find out what drives each person, and ask them about it.
The better you understand the people who make up your team, the more successfully you can motivate them—and the closer the bonds that connect you all.
Praise with purpose
When an individual or team does something right, praise them with purpose, Be specific about how their accomplishments and achievements affect others.
Remember to recognize those who work behind the scenes as well as those in the spotlight.
Delegate to empower
Get people involved in setting organizational goals and determining the strategies and processes to reach those goals. Ask for their opinions about decisions that have to be made.
Assign work and trust people to do it well—and when they do, express your appreciation.
Foster relationships
Employees want to have personal relationships with their colleagues, and Gallup research shows that work friendships lead to better performance. When employees truly feel a sense of camaraderie with their colleagues, they feel more compelled to take positive actions to benefit the business.
Forter relationships.
To help cultivate relationships, allow time and space for your team to interact while they accomplish tasks. That could mean adding 15 minutes of social time with snacks and drinks before an all-hands meeting or setting up “huddle rooms” as more casual conference rooms when teams just need an informal setting to collaborate.
Support these tactics by encouraging teams to work cross-functionally. This breaks down silos, contributes to productivity and leads to more opportunities for personal connection.
Luckily, the possibilities for social engagement are virtually endless. You could organize a formal team-building event, a family picnic, an employee heritage celebration or a post-work happy hour.
Keep your company culture in mind, and promote the types of activities you think would appeal most to those on your team.
Being a successful leader requires a delicate mix of attributes. You have to be able to set high expectations, motivate employees, provide support and also course-correct when needed.
By focusing on employees’ goals, development and relationships, you’ll set up your team — and company — for success.
Connect them with a mission and purpose
Help people stay connected to the big picture of what they’re working for to ensure they never think of their job as just a paycheck. Let them know about the mission they’re part of.
Help them learn something new
Learning brings with it enthusiasm and new ideas. Provide subscriptions so people can read and stay up-to-date in their field, sponsor learning within the organization with brown-bag lunches and workshops, and pay for employees to attend classes and conferences when you can.
The bottom line
One of the most surprising things about motivation is that it often comes after starting a new behavior, not before.
We have this common misconception that motivation arrives as a result of passively consuming a motivational video or reading an inspirational book.
However, active inspiration can be a far more powerful motivator. Motivation is often the result of an action, not the cause of it.
