How to Motivate People

A competent leader can get efficient service from poor troops, while on the contrary, an incapable leader can demoralize the best of troops.

—General of the Armies John J. Pershing

In the best groups, employees will do more than they originally thought possible. A good leader's long-range goal is to create the culture where employees can reach their full potential. In Chapter 1 the leadership model that was introduced showed motivation as one of the four key clusters of behaviors ascribed to a leader. For individuals to give leaders their best work, they need to feel that the leader truly wants the best for them as individuals. To get the best results from individuals and groups, leaders must build self-confidence and commitment in employees. One way to do this is through inspiration and motivation. Over the past fifty-five years, there have been numerous surveys on what motivates employees to do their best work. Unfortunately, the biggest finding overall is that what motivates people is different person to person because there are personal and situational factors that change motivators. However, a few principles have been found to be true for everyone:

• People repeat what is positively reinforced.
• Immediate feedback is best.
• Incentives work best.

Employees enter organizations with expectations of their employers. In an article in The Health Care Manager, Charles McConnell reports that workers come with a set of expectations. Some of the expectations that relate to motivation include that “leaders can be respected and admired; employees will receive fair treatment from colleagues in a safe work environment; the organization will recognize individual efforts, or good performance as well as fair monetary compensation.”¹

Generations at Work

One motivational issue is a multigenerational work force. Examples of generational differences crop up every day in the workplace. Do you wonder why your 50-something co-workers spend time on phone calls with clients when a text message or an email would handle the issue more quickly? Generational tensions are at an all-time high and, with four generations in the workforce, only stand to go higher. This latest diversity issue impacts all areas of the workplace, especially employee motivation.

To understand a generation, leaders need to look at what was happening when an employee came of age—what shaped an employee's values. Is the employee a product of the baby boom, arriving after World War II to parents hoping to provide a better life by indulging their children? If so, she might be a workaholic who looks for her workplace to recognize her importance to the organization while she struggles not to burn out? Did the employee grow during the struggling economy of the 1970s, worrying about shortages of natural resources and lack of good jobs? Maybe a Gen Xer who “works to live” is the result. While these are broad generalizations, they can impact an employee's work habits.

The different generations bring their unique backgrounds to the job. This is not to say that leaders need to become workplace therapists by helping each generation deal with its baggage, or is it to say that generalities about each cohort hold true for all employees. But by looking at each generation broadly, leaders can more effectively manage.

For example, some Gen Xers see Boomers as dictatorial and workaholics. It is not in their experience to place work above their family. On the other hand, Boomers look at Gen Xers and see them as lazy and lacking in a work ethic—after all, who walks out at 5:00 when there is still work to do? These are important generalities as you work to motivate a multigenerational group. Here are some suggestions for dealing with generational diversity:

• Identify your own opinions and stereotypes about the different generations.
• Increase your knowledge of generational differences.
• Receive feedback in order to identify strengths and areas for development.
• Interrupt your own stereotypes by looking for different interpretations of the information.
• Receive generational training.

You also need to pay attention to individual and group energy level. How do you influence motivation? There are four tried-and-true ways: Know your people, provide positive feedback, use inspirational and motivational language when communicating, and use behaviors that motivate.

Know Your People

There is no better way for a leader to understand motivation for another than to get to know that person as an individual and understand what is important to each of them. Employees will vary in their beliefs about what they can accomplish. This will affect their efforts, which in turn affects their results. Learning your employees’ needs, and how they pursue the fulfillment of those needs, will help you provide the right motivation and feedback for each person.

MOTIVATION ANALYSIS

Rank order (1 = high) the five outcomes that you think are most important to this employee at this time. In the second column, check the outcomes you feel your direct report would say are lacking in his or her job. Circle the ones you have control over or can provide.

	Importance Rank	Lacking in Job
1. Clear assignments, expectations, goals	_______	_______
2. Meaningful, challenging work	_______	_______
3. Opportunities for growth and advancement	_______	_______
4. Opportunities for teamwork, input, and belonging	_______	_______
5. Opportunities for initiative, creativity, judgment	_______	_______
6. Prompt feedback, recognition, appreciation for work	_______	_______
7. Rewards that provide something of value for good work	_______	_______
8. Clear accountability and consequences for performance	_______	_______
9. Consideration for people's needs, desires, likes, and dislikes	_______	_______
10. Time, resources, support, training to be successful.	_______	_______
11. Other? _____________________________________________

You can complete one of these forms for each person in your group, or, alternatively, you can ask each person to complete the analysis and then follow up with a meeting to discuss actions you jointly can take to maximize motivation for each employee.

Provide Positive Feedback

Over the past decade, scientists have explored the impact of positive-to-negative interaction ratios in work and personal life; they found that this ratio can be used to predict—with remarkable accuracy—everything from workplace performance to divorce. This work began with noted psychologist John Gottman's exploration of positive-to-negative ratios in marriages.² Using a 5:1 ratio, which Gottman dubbed “the magic ratio,” he and his colleagues predicted whether 700 newlywed couples would stay together or divorce by scoring their positive and negative interactions in one 15-minute conversation between each husband and wife. Ten years later, the follow-up revealed that they had predicted divorce with 94 perent accuracy.

Barbara Fredrickson, a psychologist, and mathematician Marcel Losada found that work teams with a positive-to-negative ratio greater than 3:1 were significantly more productive than workgroups that did not reach this ratio.³ (There is an upper limit to positive to negative ratios–it's 11:1—after that work groups worsen!)

When leaders display positive emotions, others take note and apparently take action as well. For more information on how to increase positive emotions at work read Tom Roth's How Full Is Your Bucket?,⁴ a book that draws on decades of research to show leaders how to increase positive emotions at work.

Use Inspirational, Motivational Language When Communicating

Leaders have the opportunity to provide motivation through their choice of language. The head of national Marketing and Sales gives these two speeches to his reports gathered to hear their business results for their first year. Contrast the impact of these messages.

Talk One:

Our numbers exceeded our projections so now we are a viable resource to the corporation. Thank you for your work.

Talk Two:

Two years ago, when the federal regulations and managed care exerted tremendous pressure on our industry, you folks were brought in to offer a new way to sell our products. We knew you would succeed, but no one expected that it would happen so overwhelmingly or so quickly. Our reputation with customers is better than any of our competitors, our sales figures are incredible, and you already have identified new ways to leverage our business in the future. An increase of about $7 million from last year's budget shows the confidence management has in this division. I am confident your success will continue.

What do you notice about the two talks?

Can you see how you can adapt your talks to be more motivational?

Use Behaviors That Motivate

Language motivates, but so do actions. Let your behavior show that you recognize effort through things like informal celebrations after the completion of difficult projects. You can send a note or email to senior personnel that highlights the accomplishments of a team or simply commends associates in another department for a job well done. Remember that an old-fashioned handwritten note can motivate because it is so rare to receive in today's work world. While words are strong motivators, actions offer incentives for highly motivated associates go even further to distinguish efforts.

“Appreciate your caring so much.” Amazing what a lesson this is in reinforcing behavior you want to encourage!

The point in sharing the note is the power of a handwritten note. We use email so much today that this note is framed and on the wall in this former HR person's office to remind her of the importance of being candid and caring enough to speak up, even to Jack Welch, and to encourage her as a leader to take the time to send a personal note.

Even if you do everything “right,” you are likely to have times when things just don't work. Some situations are more challenging, and some people are more challenging. Here's a look at what to do with some of the difficult situations you might face.

People Who Resist Your Authority

Imagine that you have been selected to take charge of your current work unit. How do you expect your former peers will react to you during your first day in charge and for the first few weeks and months? What might resistance look like? For some people resistance is aggressive, others will be passive aggressive; in either case, you need to deal with it as soon as possible. Expect early tests of your authority and plan to meet them by being firm and fair. If you don't establish limits early, you will live to regret it. If you think the people in question are never going to accept the situation, then you have to find a way to move them out of your organization.

When you notice resistance, you need to decide how you want to address it immediately. A direct conversation with the person is likely to be the best approach. You might say: “How are you feeling about my promotion?” Focus on feelings, try to show support regardless of whether you agree. After the employee has had his or her say, you should state your position, “I can understand how you feel, but here's the thing, it wasn't my decision, and I need you to be a fully participating member of the team….” If you can add things that you value about the person's work in this conversation, that's helpful. You can ask if there is anything you can do to make the transition work better for the person.

Be as responsive as you can in a first conversation. If there is a repeat of negative behavior and you need to have a second conversation, you will need to be clear that the inappropriate behavior should stop. Talking with someone in your Human Resources department to get advice is always a good idea. HR people will have lots of experience and know how the company likes these situations to be handled. Some of these situations resolve themselves because the people find work in other departments and transfer, or they leave the company. If this is a person who is a personal friend and whom you have shared work experiences with, your new role may mean you have to limit some kinds of information sharing. You need to consider your role as a representative of management and as a leader in the organization; keep confidential the things that would be inappropriate to share. It will help your former peers manage a new definition of your roles if you are consistent in doing this.

Other Difficult Situations

There are many other difficult situations you may have to face, including layoffs, addressing poor performance, behavior problems, confronting sexual harassment, changing work spaces to a less desirable location, or turning down a request for a promotion.

Whatever the situation, there are some basics you can use to plan for handling them:

1. Plan for the conversation, even to the extent that you role-play with a friend if it will help you feel more comfortable.
2. Get company advice from HR about polices and past practices. How have these things been handled in the past? Always make sure you have the right time and place to conduct the conversation privately and without interruption.
3. Make sure you stay focused and don't react emotionally to the employee's or boss's attacks if they occur. Be direct; bring things out in the open.

Handling Difficult People

We are all difficult for someone at some point in our lives. For example, in a proposed layoff, it is predictable that people will be difficult; emotions will surface, making conversation more challenging. Those kinds of situations may be difficult, but they are at least understandable. When we are difficult to others, it can come from a variety of places:

• Self-image
• Values
• Desires
• Attitudes
• Needs
• Beliefs
• Experiences
• Interpretations we make of other's behavior

In some instances, the catalyst for difficult behavior is external. Sometimes our own behavior provokes the other person or enables bad behavior to continue. It could be a personality clash, our leadership style, or the way we communicate. The only way to know for sure is to move beyond the behavior and connect with the person one-on-one. You must maintain a careful balance between finding out enough to resolve your difficulties with the person and becoming an amateur psychologist.

Here are five typical difficult people to handle. Decide what you would do for each of them.

The Staller

Joe holds up everybody and everything. You are trying to lead your group to completion of a major project, but Joe keeps asking you to delay the deadline. His group has nicknamed Joe The Staller. How can you discover what the problem is and get Joe to act?

Tips for Handling the Staller

• Help get the true conflicts to the surface.
• Tell him you appreciate his thoughtfulness, but timelines are equally important.
• Work together to problem solve.
• Work out a win-win solution.
• Support the decision.
• Ask for timelines.

 The Emotional Hothead

Lauren is a member of your group who is typically a good performer. The problem with Lauren is that she blows up at you and other team members when things don't go her way. When you asked Lauren for a status update on a major client project, she stormed out of your office. How can you effectively deal with Lauren?

Tips for Handling the Emotional Hothead

• Remain outwardly calm, even if Lauren is not.
• Suggest you talk tomorrow or later in the day when she has cooled off.
• Listen.
• Practice reflective listening and summarize what you have heard her say.
• Use phrases such as: “I disagree, but tell me more,” “I want to hear what you have to say. Please listen to me, too.”
• Show support. Tell Lauren that you appreciate how strongly she feels and say you want to use some that emotional energy constructively, to help solve the problem at hand.
• Indicate areas where you agree; discuss areas where you disagree.
• Ask for solutions/input; brainstorm solutions together.

The Complainer

Ivan complains about everything. He doesn't like the layout of the office space and often complains about the way his co-workers design programs. He has just complained about the way you handled a department meeting. What strategy should you use to turn Ivan into a problem-solver rather than a problem-seeker?

Tips for Handling the Complainer

• Don't be defensive.
• Listen and acknowledge. Don't argue.
• Don't agree or apologize.
• Ask questions.
• Explore or suggest possible alternatives.
• Encourage him to share in problem resolution and implementation.

The Backstabber

Nora, your fellow sales manager, is very friendly and helpful when you are together. You recently voiced some concerns to Nora privately about your group's customer service. You have just heard that Nora complained to your boss about your management style and your direct reports’ lack of customer service skills. Apparently, this is not the first time she has complained about you. You feel like you have just been stabbed in the back. How will you approach Nora?

Tips for Handling the Backstabber

• Address the behavior openly.
• Remain calm, but discuss your thoughts about blaming.
• Probe for reasons for backstabbing behavior.
• Discuss solutions for moving beyond backstabbing.
• Address each instance until it stops.

Mr. Perfect

Peter thinks he knows it all. Whenever you try to offer tips on how utilize more effective e-solutions, Peter claims he knows best. He is very bright, keeps up-to-date with this field, and is a good performer. However, many field experts have told you your group needs to change technologies, and in Peter's perfect world the current technology is the best. How can you convince Peter otherwise?

Tips for Handling Mr. Perfect

• Be well prepared.
• Listen and paraphrase what he says.
• Don't challenge/ask questions to lead him to see his errors.
• Praise his ability.
• Focus on the solution.

Changing Your Interactions with Difficult People

What other difficult people do you have to work with? You can't change a difficult person's personality, but you can change the interaction between you. This puts you in control of the situation. If you change your own behavior, it often leads to a change in the other person's behavior. Remember that the difficulty is often a symptom rather than the cause of behavior.

Here are some ways you can change your own behavior when dealing with difficult people:

• Try to absorb what the difficult person is saying and try to get his or her point of view. When you listen, try not to react, but rather look within to your true feelings. Ask yourself: Why does this behavior seem difficult to me? Is there another perspective? What does my reaction say about me?
• Avoid getting emotionally involved. Ask for clarification and more information. Keep the other person talking. What do you mean by that? What more can you tell me?
• Acknowledge what the person has said. Restate what you have heard. Describe what you have heard the person say that he feels: “So what I am hearing you say is that…and it seems that you feel…”
• Ask the person to suggest how the problem could be solved: “What do you think should be done to resolve this?”
• Agree with something the other person has said, “I agree with you that….”
• Add your point of view only after you understand the other person's perspective on the problem and his or her proposed solution. (Avoid starting with but.) “Let me add my point of view now. I strongly feel that…”

Use the following template to work through the situation with a person whom you are experiencing as difficult.

1. What type of person are you dealing with?
2. What specific behaviors or situations give you the most trouble?
3. What is your desired state or outcome from dealing with this person?
4. What information do you have on the source(s) of this person's discontent? Or how might you acquire such information?
5. What specific techniques do you want to use to deal with the person?
6. What type of push-back do you anticipate? How can you plan for it?

Are you still feeling stuck? One manager refers to these situations as “big rocks” because they are hard to move. When you encounter “big rocks” in your journey, think back to the concept of leadership choices. Are you choosing the same old approach when you need a new one? One way to think about it is to consider constructive and destructive responses. Constructive responses move conflict to more effective resolution and destructive toward ineffective. In the conflict response chart (Figure 6.2) you can see the choices available to you.

When you choose an active/destructive approach you become overly emotional, lose your temper, and probably make the situation more difficult.

Figure 6.2 Conflict response categories. (Reprinted with permission. Conflict Dynamics Profile ®, Eckerd College Leadership Development Institute, St. Petersburg, FL)

An active/constructive choice leads to setting up time in the right place to have the discussion with the other person. Preparation is a part of the active/constructive approach. Some people find that talking the situation through is a good way to get ready to resolve the issue.

Passive/constructive methods include “pausing,” taking some time to get ready to talk to the other person from a position of preparedness. It could mean that you reflect and realize that you are a part of the problem and adapt your approach to the person.

Passive/destructive choices are those that avoid the problem or the person, yielding to the poor behavior, letting it happen because “There's nothing I can do about it” is a passive/destructive response that will destroy team morale, not help the individual and may result in self-criticism and lowering of your own self-esteem.

Which one of the quadrants are you using with the difficult person? Would you have more success if you moved to a different quadrant?

If you are stuck in the passive/destructive box, it may mean that you have identified a developmental obstacle in your own leadership journey. It is not easy, but you must find a way to move this “big rock” and make the rest of the journey easier.

Career Enhancement Tool Coaching Through the Generations

Earlier in the chapter there were some generalizations about the generations. Remember that generalizations are not stereotypes. For every rule there are exceptions to the rule. When you need to coach or motivate employees from the different age groups, here are some guidelines to keep in mind.

Understanding Gen Y (born 1980– )

This group of employees grew up with the Internet. They have incredible skills to assess and apply information, giving them a sense of competence and optimism about their future. They are tech-savvy; used to quick feedback and instant gratification. Multitasking is natural to them. They have had positive relationships with their parents and, generally, they believe they can do anything. They stay connected to large groups. In fact, a project with their friends is a motivator. They are service-minded, so time off to provide service is valued. When you coach a Gen Y, it is best to listen to hear what his or her experiences have been and acknowledge his or her contribution. Gen Yers are confident and achievement oriented. However, they want flexibility, and they want immediate feedback. They need to know their work has meaning.

Understanding Gen X (1964–1980)

Gen Xers grew up as “latch-key kids” with single-parent households. They are an independent, self-sufficient generation that is often described as cynical and pessimistic. While parents strived for self-fulfillment and monetary success, their children were left to manage on their own. Their parents, in fact, could depend on them to get things done.

In order to coach this group, remember they want all the options on the table, they want answers to “why,” and they want people to follow up and keep their commitments. They see time as money and, in general, don't trust management. Unlike their Boomer parents, they assume their identities when they leave work, not at work. They want respect, autonomy, skills, and a non-traditional orientation to work and life.

Understanding the Boomers (1946–1964)

The Boomers are the people who are known as the most influential generation because they are a large generation, and their sheer size has created a force in every aspect of life. They have been disillusioned with government, big business, traditional religion, and parents. Their values are self-fulfillment, individualism, and material wealth. They are unusually protective of their children and are strong idealists with passions for personal and social improvement. In the workplace, they brought us the concept of the workaholic; they brag about how many hours they work. They believe in teamwork.

In order to coach this generation, utilize their optimism. Goal attainment is one way to focus their energy. They have redefined everything and want to make the world a better place. Some are not comfortable with technology, so investigate preferences, whether phone or email. Some of them recognize that they are candidates for burnout and want relief from the long hours they have given to their organizations.

Understanding the Matures (1922–1946)

This group is just about out of the traditional workplace, but many have moved into consulting or other part-time work, teaching, and working for nonprofits. They value financial security, teamwork, sacrifice, delayed gratification, and the government. They respect authority, and loyalty is one of their biggest values. They would have preferred to have a lifetime career with one employer. They work hard, are dedicated, respect rules, put duty before pleasure, and think there is a “right” way to do things.

In order to coach a mature worker, consider that he or she wants respect for the long years of work, dedication, and service. Listen to these workers to hear what their experiences have been. Acknowledge their contributions. They have a group orientation: Appeal to the best thing for the group—provide testimonials from government, business, and others in leadership roles. Emphasize that you have seen a particular approach work in the past. Allow these employees to set the “rules of the engagement,” ask what has worked for them in the past, and fit your approach to that experience.