Managers provide incentives, set goals, and acknowledge top producers; they may even use consequences or threats to motivate their team to greater productivity. They use these tactics to stimulate interest in their staff and to push them into action. Most confess that motivating employees is exhausting and time-consuming work.
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Business owners tell me that they believe their primary role to be a "problem solver" to their employee's challenges -- a role they probably learned from their predecessors and mentors. Many attempt to control their environment and work within the limits of what they already have. Some spend their time extinguishing fires. Others find their sense of purpose in keeping certain challenges alive.
However, the real issue may be a neglect of what might drive employees to motivate themselves.
Seth Hallen, the owner of Home Security Inc., discovered this lesson in his business. His 25-person staff had a tendency to deviate from company procedures and thus continually delay production. Deciding that it was because they were unclear about their responsibilities, Hallen had his staff write their own job descriptions and career goals.
The results were surprising. Telemarketers wanted flextime and opportunities for career growth. Salespeople cared more about job stability and positive acknowledgment for good performance than commission. In response, Hallen adjusted job descriptions and procedures to create individualized incentive programs geared to each employee's goals and strengths. He empowered his staff by recognizing and acknowledging their natural abilities, while supporting what was important to them.
