Motivation theory

How do you motivate your people to maintain high performance in a competitive work environment?

mountain in the distance and a person hiking to the top

Food for thought

According to McClelland’s Expectancy Value Theory. People are intrinsically motivated by 3 main needs:  Achievement, Affiliation and Power. These needs influence the way people behave and relate to work.

So, if this is the case, theoretically, it should be easy to motivate a person, say with an Affiliation need, because all you would have to do, is continuously tell them how much they are valued, and problem solved. So why do the global stats according to Gallup, show that people are more disengaged than before?

My observations, having been involved in Leadership development for over 15 years, points to a few major factors. The most important of them all; a leader’s understanding of the needs of their people.

Here are some of my recommendations to put in place to better understand your people and adapt your leadership style to support them.

Genchi Genbutsu or “go and see’

This concept was coined by Toyota the motor manufacturer. And is used as a problem-solving technique. Simply put, go to the source of the problem and see for yourself before deciding.

In today’s fast paced, high-performing culture leaders are more occupied, and therefore less visible. While some might argue that this is due to being engaged in other critical responsibilities, I ask, aren’t your people a critical commodity and worth making the time.

An example that illustrates ‘go and see’, is when you conduct annual performance reviews. Before you begin the review process, make time to observe what your people do daily. This will give you clearer understanding of their challenges or frustrations and better inform your performance review.

Seek to understand

What if your employee frequently misses deadlines, what would you do? Would you prepare a warning for insubordination, or would you write them up for poor performance? What if you began with a conversation, to understand their reasons?

The key here is to ‘seek understanding’. It means removing any conscious or unconscious biases, you might have formed about the person. Like, ‘they’re too young to handle the pressure’ or ‘it must be another personal problem’.

When we seek to understand, we allow people space to feel safe and approach leadership without fear of retribution. This also supports a culture of psychological safety and trust.

Feedback continuum

I take inspiration from Edward Demings Plan-Do-Study/Check-Act model or the ‘Deming Wheel’.

While Demings model is mainly used for implementing organizational systems it also serves as a reminder that all systems require a closed loop. In this case, building continuous feedback mechanisms into the way people work, engage and learn from one another.

This is especially crucial for the younger generations in our work environment. Both Gen Z’s and Millennials respond positively to reinforced feedback.  The challenge is, incorporating feedback mechanisms that are engaging and inclusive. Communities of practice is one example or for developmental purposes, Conversation cafés encourage a shared way of learning.

Ultimately it comes down to the type of organizational culture leaders want to create. Ask yourself, do I want a workforce that is consistently motivated or constantly fearful?

Conclusion

Empowering leaders to understand people’s needs is not just a strategy; it is a fundamental aspect of effective leadership. By actively listening, fostering open communication, and creating a supportive culture, leaders can build strong and engaged teams. As you reflect on your leadership approach, consider how you can better understand and address the needs of your team members. The journey to becoming an empowering leader begins with a commitment to understanding those you lead.