Managing MOTIVATION

JUSTINE COLEMAN on how to manage with reduced manpower and resources while maintaining motivation among remaining staff

ORGANISATIONS ARE ADJUSTING to the impact of significant market changes – but how do individuals adjust? For some, the hard reality is that they may lose their job. For many managers this may mean lying awake worrying about how to have those difficult retrenchment conversations. But what next?

Communication is key

During challenging times the old mantra of ‘communicate, communicate, communicate’ becomes even more vital. Staff members need to know from their managers where an organisation is headed. They need to know how the company plans to get there and also about why some decisions, such as staff cuts, have been made. Many organisations and managers share very little information during difficult times – perhaps around fears of giving the wrong impression or confidentiality concerns. However, research shows that a void of information is one of the most powerful de-motivators. Staff members start to wonder when the next cuts might come, who those cuts might affect, and whether there is a strong plan for success. This kind of worry often leads to gossip and rumours.

The solution is to talk to your teams often and openly and share with them as much as possible in terms of rationale, reasoning and plans. There are usually only a very few things that are genuinely confidential, so share whatever you can, as often as you can. Not only do you need to be clear about your aims, you need to ensure your employees know why the business exists and what it will achieve. In difficult times, they also need to know how stable it is. If you are stable, tell them – this will potentially stop them searching outside the company for a more stable opportunity. If you are facing any financial issues, be honest with your staff. Hopefully good team members will work hard to help stop the ship from sinking. Don’t forget, though, that effective communication is a two-way street and that it’s important managers and leaders listen to their teams.

Set against this backdrop of consistent and candid communication, there are a number of other things managers can do to maintain motivation during tough times:

1. Lead
You are a – if not the – critical ingredient in achieving employee engagement. You need to be active, not passive. You need to demonstrate energy and believe in what your business is doing. Ask yourself, “Why would anyone want to be led by me?”

2. Hire (and keep) high-performing staff
Hang on to people who know what they want and who are good at what they want to do, (and who, of course, is contributing highly at work). You cannot afford, particularly in times of economic stress, to hang on to low contributors and unhappy people. You could even use this time to poach great employees from other firms to build your capacity for the boom that always follows difficult times.

3. Earn trust every day
Do what you say you will do. Be consistent and dependable. Don’t talk behind other employee’s backs.

4. Create meaning for employees
People value their job more if it has meaning, and if they see how their contribution fits into the big picture. A story is told of President Kennedy visiting NASA and asking a sweeper what his job was. “I am helping put a man on the moon by keeping the centre clean,” came the reply. We all like knowing that what we are doing contributes to a bigger goal.

5. Feedback is a gift
Employees want to know how they are going. They deserve information that can help them achieve their and their organisation’s goals. Let them know what they do well so they can keep doing those things with confidence. Suggest course corrections to help them use their time and effort most efficiently.

6. Develop your people
Size up your disengaged and demotivated staff members. If they have good potential, spell out clearly how they need to contribute and what they need to learn. Be clear about business expectations and provide them with the developmental opportunities that will make it easier for them to contribute more.

7. Say ‘well done’
Finally, don’t forget to celebrate successes (large or small) with your team. It’s certainly challenging to maintain motivation during difficult times, but managers who focus on the basics of leadership, two-way communication and involvement will find they have a team that pulls together when it’s needed most.

Adapted from BlessingWhite© articles and reports 2009. www.blessingwhite.com

Justine Coleman is managing director of Performance Culture Consulting, Melbourne. She specialises in talent management, workplace effectiveness and engagement strategies. jcoleman@performanceculture.com.au