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Two Motivational Techniques

Clearview Performance Systems focuses almost exclusively on workforce effort . . . so we know something about employee motivation!

I promised you two quick ways to increase employee motivation so here is technique number one—and let me warn you right up-front—this may sound like a contradiction so listen closely. Here’s the technique: If you want to motivate people stop trying to motivate, and instead stop de-motivating! What I have found is if you remove the de-motivators, people become naturally motivated.

Now, although we don’t have time to discuss all of the de-motivators I have seen, here are a couple to think about:

• How about a management team that doesn’t support new ideas and new ways of doing things? That’s a big de-motivator! To motivate employees try encouraging new ideas; creativity; innovation. Sure there may be a few mistakes along the way, but the sense of accomplishment people receive when they are involved in a creative process . . . wow, that’s a huge motivator.
• How about a second example of a de-motivator? How about managers that are invisible and largely inaccessible to employees? That’s a big de-motivator as well! Try getting in touch with your employees by making a point to be present—at random points during the day. I have found that it is not the formal meetings that motivate, it is the informal ones. Just the way you greet someone or provide an answer to a question can have a profoundly positive impact.

The second motivational technique is a simple one but please don’t be deceived by its simplicity. As a management trainer, I have worked with thousands of managers and this is the technique that they tell me has the most immediate impact on motivation.

We all understand the power of reinforcement but let me introduce to you the power of AFR™: Activity Focused Reinforcement. You know, most reinforcement I see is nothing more than a warm-fuzzy. The “good-jobs” and “high-fives” that I see going around offices don’t do anything to motivate; they’re superficial and overused—to the point they mean almost nothing.

The only way to really make a difference is to use activity-focused reinforcement. Let me give you an example of how this works. Which of these two statements would have the most impact on employee motivation?

Here’s statement number one: “Good job on that report.”

Here’s statement number two: “Hey Mike, great job on that report. The charts and graphs you included really helped to explain the information well. And that summary page; wow, sure made my job easier! Thanks for your help.”

I’m sure you would agree the second example is much more likely to motivate. But why? By simply including two activities in my feedback—in this case, the use of charts and graphs and the inclusion of a summary page—the employee really understands the activities that are important to you. So remember, when you give feedback, use the AFR!

Employees choose every day the amount of discretionary effort they will contribute to the organization. Are they choosing wisely? Well, you can make a difference in their effort by simply following the two techniques I described in this audio segment.

If you want other ideas on how to increase employee effort, please check out the rest of our web site.

Thanks for listening.

For Clearview Performance Systems, I’m Neil Dempster.