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Articles
TAKE TWO ASPIRINS AND CALL ME IN THE MORNING
By Reva Nelson
Scenario One:
The client tells me that people are complaining more than usual. He acknowledges that they are overworked and understaffed, due to downsizing. He says to me: "Don't come in and tell them to work harder. They are already working as hard as they can, and they are producing amazing results. I want them to know we are proud of them, proud of their performance and the company's and that we hope to be rehiring again as soon as we can. I guess the main message is to find ways to cope, to keep working as a team and to be resilient through these difficult times. And throw in some of your humour; we can all use a good laugh around here."
Scenario Two:
The client tells me that people are complaining more than usual. She says that she wants me to get the message across that "they need to motivate themselves to work harder and quit complaining. They've got jobs; lots of people don't. Tell them it's not up to the company to make them happy; they need to take more responsibility for their own motivation. We can't do it for them. I know some of them haven't been happy with some of our expenditures, but they can't expect to have input on that, can they?"
Which company would you rather be part of? Company "One" acknowledges their people and the company's part in their success, as a team. There is an awareness of the situation and a willingness to understand how people are feeling about the recent changes.
Company "Two" has a valid point - we all have to take responsibility for ourselves and our own motivation. However, acknowledgement and recognition go a long way. People work harder and want to do a better job when they feel that they are part of a team, they are informed and their efforts are recognized.
In fact, according to E. Lawler, there are four conditions of empowerment:
1. Information
2. Knowledge
3. Authority
4. Reward and Recognition
So for a workforce to feel empowered, they need to have access to information. A lack of access can lead to a proliferation of rumors, which is demoralizing. People also need knowledge and training. In fact, the main skill of this information age we are in is the ability to learn actively, to readily seek a wide range of knowledge and training. Several employees will choose companies that have good training and education programs over those that do not. Skill sets are portable and people know it, so it's one of the most attractive benefits a company can now provide.
Employees need some authority to make decisions in the moment, on the front line, without constantly having to go four levels up for approval. Customers and clients need this too. The excellent companies know that dealing with a customer complaint quickly, in the moment, can keep that customer happy. A delay can mean lost revenue and a bad company reputation.
And lastly, Reward and Recognition. Money is not the key motivator for most people; everyone can usually use more than what they have, but one key area for people to feel motivated is recognition. Yes, the reward ceremony at year end is important, but so is the "Great job on the project" comment made in passing in the hallway. Recognition need not always be formal and public; letting people know they did good work is terrifically important.
Complaints are minimized when people feel empowered, part of the process and the team, valued in accomplishments and vital to the organization's health. Only then will they motivate themselves, and not before.