The question all managers ask at some time or another is: "How can I motivate my people?" There are many books and theories
on the subject, but the fact is, you cannot motivate other people. What you can do is hire the best people, establish the right atmosphere, and ask for and expect outstanding performance. The question
every manager should ask is: "How can I encourage my people to perform with excellence because they want to?" You can motivate people only on their own terms. You may want someone to increase productivity to fulfill daily doctor visit
requirements, to meet deadlines or to complete required paperwork. But the person actually carries out your program because
he wants to go home on time, has a strong competitive spirit, wants to win your company's reward trip, is scared of losing
his job, has expectations of becoming a district manager or has some other personal motive. Sometimes the reason is to please
you. But motivation is most enduring when the person has his own inner goal and when you recognize the nature of that goal.
The reason most motivational techniques fail is that they do not focus on the individual. Often, managers assume they know
what motivates people without taking the time to ask and comprehend their reps' motives.
The most universally successful way to motivate is based on discovering what the other person needs. And smart questions give
you the tools for discovery. The right questions can help you discover the needs of individual staff members as they grow
and change.
Eight questions There are eight questions you can ask yourself to create an atmosphere of self-motivation. Each one involves communication
with your staff.
Do your people know your plans? The best way to motivate people is to let them know about your plans so they can participate in them. Make a point of sharing
information vital to your department, business or organization — annual reports, quarterly updates, monthly operating results,
comparative performance among regions — with everyone on your team. Tell them your goals and the goals of your company. Let
them see the big picture, and stress the importance of their contribution to it. When people are highly motivated, it's easy
to accomplish the impossible. When they're not, it's impossible to accomplish the easy. I have discovered that most managers
feel they are communicating their plans and goals. But oddly enough, most employees claim they do not get clear, frequent
and specific updates.
Do you give feedback? People need feedback the way they need air. Even well-motivated people "die" without it. They want to be encouraged if they're
doing well, and if they're not doing well they want to know why. Give specific feedback immediately. Don't say, "Great job."
That is impersonal and often de-motivating. Tell your rep specifically what went well and what needs improvement. Think of
yourself as a coach. When you see a good or bad performance, tell the performer about it right then. Don't wait a year to
correct a problem or to give recognition for a job well done. Let the person know now.
When you give feedback, you help keep communication channels open. If your people know you're willing to discuss performance
with them, they'll be more likely to bring you their problems and questions and to keep you better informed. You'll create an atmosphere in which people are not afraid to tell you when something is wrong, and you
will have fewer surprises.
