By Shari Lifland
Sam Ewing said, "Hard work spotlights the character
of people: some turn up their sleeves, some turn up their noses and some
don't turn up at all." The difference between these three types of
people lies in their varying levels of motivation. Why are some employees
always willing to go the extra mile in their work while others begrudge
performing even the bare minimum that is required? How can managers and
business leaders create a workplace where everyone is motivated to do
his or her best every day? And how can we foster an environment where
excellence is both encouraged and rewarded?
In her insightful new book, "Smart Things to Know
about Motivation" (Capstone Publishing, 2003), author Donna Deeprose
explores the complex topic of motivation and offers concrete guidelines
for inspiring and sustaining workers' commitment. She utilizes the latest
thinking on the topic as it applies to both individuals and organizations.
AMA’s Shari Lifland recently conducted the following
exclusive interview with Ms. Deeprose.
AMA: Are today’s workers less motivated than
their predecessors, especially within the current environment where downsizing
and job-hopping are the norm and "employment for life" is a
distant memory?
Donna Deeprose: All studies show they are no
less motivated to work, but since they have no expectation of life long
employment, they may be less motivated to do whatever is necessary to
climb the ladder in a particular company. Surveys also show that many
of them expect a better work/personal life balance than their parents
had.
AMA: What’s the difference between "intrinsic"
and "extrinsic" motivation? Is it enough to have one without
the other?
Deeprose: This isn't quite a dictionary (or psychology text) definition,
but it works for me: "intrinsic" is the pleasure we experience
in the sheer act of performing the work, "extrinsic" is the
reward we get from someone else for performing it. Simplistically, are
we working for love (intrinsic) or money (extrinsic)? Of course, that
depends upon the person. There are people who are happy working for peanuts
if they love what they are doing. There are other people who choose their
line of work strictly because of the income potential. But most of us
do our best when we enjoy the work itself and feel we are being fairly
rewarded for doing it.
AMA: What about the old adage (held by many
managements and employees) that "the paycheck should be motivation
enough"?
Deeprose: I'm tempted to say that for many jobs, where the tasks
are narrowly defined and repetitive, the paycheck is enough. But even
in that situation employees have the right to be treated with respect
and consideration. Where the adage really fails is in so many organizations
where employers are asking for creative input from employees. It’s pretty
hard to be creative if the work offers no intrinsic motivation.
AMA: How can a manager motivate his or her people
when he or she isn't receiving motivation from upper management?
Deeprose: First of all, resist making your bad manager your own
role model. That’s not easy, because we all unconsciously pattern ourselves
on our authority figures. Studies have shown that, horribly, abused children
become child abusers. To make sure the corporate equivalent doesn't happen,
seek out the best managers you know and pattern yourself on them. Seek
out their advice and that of their employees. If you can rev up your employees,
you'll start to like your own job better. Your employees will provide
the motivation your manager doesn't give.
AMA: What are some of the ways organizations
sabotage their employees' motivation?
Deeprose: What comes first to mind is falling victim to management
fads, engaging employees in each new "empowerment" vehicle,
and then never following through to bring their efforts to fruition. Employees
have been cynical about flavor-of-the-month management for years now,
but I still see organizations practicing it.
AMA: Do different generations—i.e., baby
boomers, Gen Xers, Gen Yers—require different motivational approaches?
We've all heard the stereotypes—that Gen Xers are only concerned
with themselves, that boomers are workaholics, etc. In your experience,
do these stereotypes have any truth to them?
Deeprose: Most stereotypes are exaggerations of smaller truths,
so, yes, there are differences among the generations. But there are probably
bigger differences within each generation, so trying to motivate individuals
with a broad generational brush can backfire. Still, you probably won't
go wrong if you follow the advice of Ron Zemke and his colleagues: Give
Boomers recognition. Give Xers control over their projects. Show Nexters
(Gen Yers) how their personal goals and the organization’s goals mesh.
But remember, that’s just a start. You've got to treat people as individuals.
AMA: In your book you discuss the employee who
is "absent on the job." That’s a wonderful way to describe an
employee who is there physically, but isn't really contributing anything
to the organization. How can a manager turn that kind of employee around,
and make him or her feel motivated and committed to the work?
Deeprose: People go absent at work for a number of reasons. Maybe
they are scared they can't do the work, so they avoid it. Maybe they are
overwhelmed by personal problems. Or maybe they just aren't motivated:
the intrinsic and extrinsic rewards don't seem worth the effort. If you,
as manager, can unearth the first or second of these causes, you'll probably
give the first person additional training, closer supervision and assurances
until that employee feels confident. You might cut the second person some
slack for a while. The really demotivated one is quite a challenge. You've
got to convince that person the work has value. Just as important, you've
got to convince the person that he or she has value, which can be expressed
through the work.
AMA: Let’s face it—some jobs are just boring.
And even the most fascinating, glamorous jobs involve routine, uninteresting
tasks that must be done. How can we motivate people under these circumstances?
Deeprose: That dull, boring work is what keeps an organization
going. So demonstrate to workers that you, the manager, recognize that
and appreciate the work and the people who do it. Get top management to
drop by periodically and do the same. Spread the dull and boring work
around and share the few interesting tasks too, so no one bears a disproportionate
burden. Join the troops in the trenches frequently enough to prove you
don't feel above such work yourself. Use tangible tokens of appreciation,
but don't overuse them or they'll become meaningless. Make the ceremony
that goes with the token more important than the token itself.
AMA: What tips can you give managers on motivating
their employees in the face of bad news—budgetary cutbacks, layoffs,
etc.?
Deeprose: Here are some suggestions from executives who have led
companies through the worst of times:
- Clarify strategies and priorities so people know what to do. Too often
people really don't know what’s expected of them when times are tough.
- Communicate a lot—honestly and in person. In tough times, don't
hide behind e-mail.
- Be forthright about the problems and enlist employees in solving them,
but don't fake it by asking for their help and then ignoring their input.
- Break through fear by giving employees permission to speak their minds
without reprisal.
- Create well-defined responsibilities. During uncertain times, responsibilities
often get shifted until people no longer know what to do.
- Hold everyone accountable for his assignments. If the organization
appears not to care what happens, motivation takes a real nosedive.
Click here for Donna Deeprose’s tips on "How
to Be Your Own Best Motivator."
If you would like to learn more about this topic, consider
these AMA seminars:
About the author: Donna Deeprose is
the author of "Smart Things to Know about Culture," "Smart
Things to Know about Managing Projects," "How to Recognize and
Reward Employees" and other books. She has also written the Express
Exec modules "Project Management" and "Global HR"
and is co-author of a business simulation, Teams@Work. Ms. Deeprose can
be reached at ddeeprose@yahoo.com
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