NOTE: This paper was originally developed for my consulting practice, but there is some advice in here that is also applicable to running a Masonic Lodge. Hope you find it useful.
I’ve been thinking about how we motivate people lately, be it in the work place or in a volunteer organization and I’m of the opinion there is no single approach that is universally applicable. It’s a matter of finding each person’s hot button and knowing how to push it. I think the reason for this is because people today are more ruggedly independent and competitive, rather than cooperative and working as a team. Unfortunately, this complicates the life of the manager who must somehow get a group of people working towards common objectives.
I’ve classified the various motivational techniques into “Soft” and “Hard.” Soft motivation techniques are used to encourage people to think and act in certain ways primarily using the art of suggestion. Some techniques in this category are direct, but most are subliminal as we appeal to the worker’s intellect, that it would be in their best interest to work or act in a certain manner. Managers may use one or more of the following techniques depending on the person and situation:
“Soft”
- Salesmanship – if the business problem or objective is properly stated and the benefits clearly defined, most people will respond accordingly, but a lot depends on how the message is presented. A word out of place or spoken without conviction and your message may be misinterpreted. It’s very important to solicit understanding and get your audience shaking their heads in agreement with you thereby confirming they comprehend your message.
- Brainwashing – do not underestimate the power of repetitive messages, be it on the computer, on printed signs, audio sound bites or whatever. Repetition represents a subliminal way to motivate people. Keep your message short and sweet; also make it iconic so it triggers certain responses from your workers.
- Rewards – financial compensation, benefits, time off and even a simple luncheon represents a carrot and stick approach to motivating people. To me, this approach was more effective 20-30 years ago than it is today where employees fully expect to enjoy all of the perks a company has to offer regardless if they earned it or not.
- Elitism – creating an esprit de corps among workers has at times proven very effective. Over the years there have been several reports describing how workers who are given special preferential treatment respond enthusiastically. Giving such treatment implies promoting a worker’s social standing in the company (it’s a “class” thing). Elitism can take many forms, be it new facilities, use of special technology, more freedom in the workplace, more participation in project decisions, etc. If workers believe they are working on a “state of the art” project or are given star status, they tend to develop a swagger and work more earnestly as they wish to maintain their perception of self-worth. Occasionally workers abuse their stardom, at which time it is necessary for the manager to burst their bubble and bring them back to Earth.
- Interpersonal Relations – This is much more than salesmanship as it requires the use of all of a manager’s rhetorical powers being applied spontaneously. Here, the manager must interact with each worker individually and thereby must know each person’s hot buttons. Consequently, a manager must be able to quickly shift from being friendly and kind one moment, to satirical in the next, to consoling, to some friendly bullying, to kidding and friendly teasing, etc.
- Inspiration – this can be a very handy technique for motivating people who can be inspired through a talk or an article. If workers truly believe in their leaders, they can move heaven and earth. This of course means the development of positive role models for others to emulate. It can also be through some act a person has performed, such as some special achievement or award received. People tend to respect others they know to possess special qualities.
- Mentoring – here, the older workers offer wise counsel to younger workers and guides them through their professional development. Although mentoring was at one time a popular technique used in business, it fell into disuse for several years in the late 20th century. Only now is it beginning to make a comeback.
- Teaching – simple education through classes or seminars can inculcate important lessons and leave an indelible impression on workers.
Aside from these “Soft” motivational techniques, there are some workers who are just plain “thick” and do not take hints well. Consequently, a manager must make use of “Hard” techniques, such as:
“Hard”
- Criticism – sharp criticisms and insults regarding workmanship can sting, particularly if coworkers learn of it. Unfortunately, the only way to get some workers’ attention is by questioning their professional integrity. Sometimes bullying can produce remarkable results, but I do not recommend it as a regular diet. Beware of embarrassing employees who may respond by subverting your plans. It is also a good way to create enemies. Then again, do you really care?
- Ranting and raving – loud and obnoxious outbursts demonstrate your displeasure with something and acts as a warning to all in earshot that you mean business. Most people like to avoid losing their cool, but sometimes it can really rattle the cages of workers. Think of it as an occasional stick of dynamite to move a stubborn problem out of the way.
- Threats – nobody likes to be threatened but regrettably sometimes it is necessary and certain people respond positively to it, be it a threat to employment, a cut in pay, or whatever. By putting the fear of God into someone, it’s amazing what they can produce. One caveat though, check the person’s work carefully as they may have cut corners or even sabotaged their work.
- Placebos – represents simple trickery, be it offering a magical pill, changing the clock, or whatever. Through simple misdirection you can induce people to produce the results you want in spite of their inclinations.
- Micromanagement – representing close supervision of the worker activities. This is primarily used in situations where the boss does not trust the judgment of the workers and finds it necessary to direct all of their activities personally. The only problem here is the manager spends more time supervising and less time managing. Further, workers no longer feel responsible for workmanship and rightfully blame the manager for any errors made.
It bothers me that we have to use “Hard” motivational techniques to produce the results we want as managers. I am the type who just needs to believe in what I am doing in order to tackle an assignment (just a little “Salesmanship”). However, not everyone is the same and it is necessary for a manager, regardless of the organizational entity, to use whatever techniques are available to get the job done. It is not surprising to see some people take on a chameleon approach to management where their disposition can change from kind and gentle to harsh and tyrannical in order to suit the moment. In fact, a good manager must possess the ability to change his/her deportment. If a manager is nothing more than a simple easygoing person, workers may be inclined to abuse him as they do not take him seriously. In contrast, if a person is a tyrant, he runs the risk of mutiny or abandonment. The manager must be willing to change his disposition to suit the situation and get the results desired. In the end, it’s a matter of knowing how and when to push the hot buttons of our workers.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
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The sad part is that we shouldn’t have to undertake this much effort to “motivate” members of the fraternity.
This was a good overview Brother Tim. Here is something to consider too.
My experience tells me that we cannot truly motivate others. Motivation comes from within, not without. All we can do as leaders is find people who already have a natural affinity to do something and make sure they are placed into situations that provide them opportunities and support to do what they already want to do, unhindered by constraints that would stifle their motivation.
Believing one can motivate others or be motivated by others is a trap that fosters an illusion that masks the true cause of behavior. The sad aspect of this situation is that the very people who fall into the “someone needs to motivate me” or “I must find a way to motive another” trap behave as if others can motivate them or tend to migrate toward others who give them the impression that they can be motivated by another. In other words, they create this illusion, act as if this illusion is real, and support it accordingly so that no one can prove it otherwise. (In fact, try to point this out to them and you will likely be dismissed or even attacked as if you were insane.)
Believeing this illusion leads to an unnecessary “cat and mouse game,” “button pushing” and “psychological games” that promotes too many useless high maintenance activities.
As a fellow manager and leader, I know that creating environments that support and give opportunity to accomplish what I want done is the first task. Making sure that these environments are filled with people who will pure themselves into doing what’s necessary is the next task.
Overwhelming synergy is the natural outcome of such situations. Failing to do either task properly and I chain myself to activities that require more energy and resources than are necessary. I don’t believe I am any different from others in this respect. To many organizations fail to do both.
A simple tool may assist here. There exists a simple three-question assessment that many HR people use to determine if they will hire a person or not. Here they are:
1) Can the person do the job?
2) Will the person do the job?
3) Do they fit in?
My experience tells me that the second question in this list should be dealt with more effectively if the motivational techniques you mentioned are even considered to be employed. If the person can and will do the job, but that person requires high maintenance (as in employing these described techniques) for this to occur, that person may do the job but does so at higher cost than is required. In other words, the salary and the positional opportunities are not enough to support the person’s needs doing it. They lack the motivation and external efforts will not change what is already held within.
My experience also tells me that many of the soft and hard examples you provided herein are a direct result of:
1) not having the right people involved; and
2) the person using such examples not accepting that the people he is dealing with are not the right people for the job.
Just some food-for-thought Brother Tim. Obviously, you and I are glossing over the surface of a very complicated issue. There is much to consider and hence I thought I’d share some more to support this aim.
Thanks again for supporting all of us in our growth and… …Keep the Faith!
Brother John S. Nagy
http://www.coach.net
http://BuildingHiram.blogspot.com