Lighting Their Fire
When it comes to motivating a team, you need to reach both the individuals and the group as a whole. Your project plan may include incremental bonuses or incentives for the team. As a leader, you may have to take responsibility for the more personal motivation.
Here are some do's and don'ts for motivating your team:
Do help the individual to identify what is in the project for them. Yes, it sounds like a selfish motivational factor, but no matter how team oriented a person is, there will be something that inherently drives that person to succeed. Find out what that is.
Do provide praise, recognition, and approval. Some people are driven by that, and everyone deserves it.
Do offer incentives, if possible.
Do allow team members to feel empowered and invested in the out-come of the project.
Do accentuate the positives and point out possible rewards other than money or a pending raise, particularly if those don't factor into the equation.
Don't assume that everyone has the same level of interest or initial commitment to the project.
Don't offer rewards or incentives for some team members and not for others.
Don't assume that the same things motivate everyone — people have different needs.
Don't give people fluff when they need substance.
Don't bring in preconceived attitudes or opinions about people. Try to start each project with a clean slate.
The last point is particularly significant. If John Doe didn't give 100 percent on previous projects, that simply tells you how he has acted in the past. You need to start this project with the assumption that Mr. Doe will be as motivated as anyone else. If you see otherwise, you can respond by trying to find out what motivates him. Start out assuming everyone is on the project and ready to go, seeking a personal goal as well as the project goal.
There will be instances when you will be able to motivate by competition. Certainly, a sports franchise is motivated by the desire to win. Rival companies, or even a friendly competition between schools, neighborhoods, families, small businesses, or any such groups, can also provide a motivational force for participants. Sometimes the “Us versus Them” attitude is the impetus for motivating the team.
A good leader acknowledges the contributions made by team members and even sets up situations for team members to offer new ideas. Encourage your team to find the answer, even if you already know it. A good leader can take a backseat to his or her team and still be a strong and effective leader. Good leaders can step away from the need for individual accolades and let others take the credit.
Friendly internal competition can sometimes be a motivator, provided the stakes do not make for a blood-sport event. Keep the stakes enticing, but not worth battle. Internal competition should be based on a good-natured spirit and fun — anything beyond that can lead to trouble and conflict.
The best you can hope to do, once the project is under way, is continue to promote whatever it is that keeps your team members motivated. Whether it's looking forward to the upcoming rest and relaxation of a vacation or a trip to Las Vegas for the top sales rep, it's up to you to keep the motivational forces intact. Remember, it's always much easier when money or material goods are at the end of the tunnel. Also, compensation in the form of vacation days, time off, or a shorter workweek is high on the priority list of many employees. Offering comp time can benefit a company because it won't cost more in actual funds. Always be creative in offering incentives, and solicit the opinion of your team — remember that people are motivated by different factors.
