How bad managers kill employees’ motivation

Psychologists understand very well how best to motivate people. It’s to recognise and reward them whenever they do things right. But that doesn’t come naturally. Children, for example, have a truly wonderful talent for being irritating, so parents often find themselves concentrating on what their children are doing wrong. And hardly notice what they’re doing well.

The best parents do recognise their children’s successes, of course. And the best couples also soon realise that they’re happiest when they focus on the positive. Helping each other to get things right, rather than endlessly going on about whatever they get wrong.

But surprisingly few organisations ever figure that out. So most managers take the good performance of their team for granted, and only really pay attention when something goes wrong. In other words, despite everything psychologists have learned about motivation, bosses always seem to do the opposite!

It’s never quite as black and white as that of course because there’ll always be a few freeloaders and incompetents in any organisation. But good people always respond best when their skills are valued and developed.

Incentive scheme

In fact, people work far harder when their organisation’s focus is on growing their skills, rather than tying their pay to some incomprehensible incentive scheme. Because wages are what psychologists call a deficit need. Remember how you’re only really interested in food when you’re hungry?

Well it’s much the same with your salary. So long as you’ve got enough money to keep body and soul together, you’re not motivated by a possible future increment.

 But you are motivated by a good boss. Someone who’s more of a coach than a policeman. And who constantly helps you to do your best and build your skills.

And yet, in practice, most organisations end up becoming far too task-oriented. Endless performance measures and few inspiring goals. Measurement is necessary, of course, but a clear understanding of the strategy, vision and values of the organisation is far more important. Because then everyone knows what to do even when the plans start falling apart.

Equal focus

Being task-orientated does matter, of course. Because the job has to be done, and done well. But the best organisations balance that attitude with an equal focus on developing their staff. Such outfits become very exciting places to work.

You feel valued for your ideas, energy, and abilities. And in control of your life and career. You feel able to tell your bosses when they’re wrong, and don’t fear efficiency improvements that might threaten your job. Why would you, when you’re more likely to get promoted than to get fired?

 Your working style becomes more independent and self-determined, and yet you stay a strong team-player. Sharing ideas, thoughts, tactics and good practices with each other.

So it’s not only families that prosper when the focus is on helping each other to do what’s right. Rather than moaning about what’s gone wrong. So do organisations that develop and encourage their staff.

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