Have you ever questioned the belief that self-motivation is what primarily drives people towards achieving success? We do believe it’s a major factor, but we also believe that as leaders we have opportunities to be influential and play a large role.
People want to be heard, they want to be recognized for the value they provide, they want clear roles and responsibilities, and they want a work culture comprised of strong, healthy and trusting relationships. We can certainly impact all of these!
Nitin Nohria (former dean of the Harvard Business School), Boris Groysberg, (professor of business administration in the Organizational Behavior unit at the Harvard Business School), and Linda-Eling Lee (Harvard alumna and Global Head of Research for MSCI’s ESG Research group) developed a workplace model for increasing motivation which is comprised of 4 primary levers:
The reward system – This includes:
- Sharp differentiators between good, average, and poor performers
- Tie rewards clearly to performance
- Pay as well as your competitors
The culture – This includes:
- Foster an alliance and friendship among co-workers
- Value collaboration and teamwork
- Encourage sharing of best practices
Job Design – This includes:
- Design jobs that have distinct and important roles in the organization
- Design jobs that are meaningful and foster a sense of contribution in the organization
Performance management and resource allocation – This includes:
- Increase the transparency of all processes
- Emphasize their fairness
- Build trust by being just and transparent for rewards and work assignments
As leaders, understanding and focusing on the needs of our team members will enhance employee engagement, improve satisfaction levels, increase accountability and commitment, and reduce attrition.
How are you motivating and influencing your team members?
Sincerely,
Mike and Jan