A motivated team - the key to greater productivity

When is the team valued? There are two bad answers to this question: never and always. Appreciation is one of the central needs of people. They want to be recognized for what they do. If the team is never appreciated, this robs motivation. If, on the other hand, too much of it is poured out exuberantly according to the watering can principle, it loses its meaning. However, measured and honest appreciation is only one component of employee motivation.

Employees are particularly motivated when there is a clear vision. Everyone can probably answer the question of what the company sells or produces. What the daily tasks consist of, too. But does everyone know why? Why does the company exist, what is the vision? It is not the targeted sales goal or how many interactions are generated on social media. A vision goes deeper than that.

Is there a clear vision and do all employees know it?

Does everyone in the company know the why?

The why or vision is the positively formulated idea of what future the company wants to create. Visions are usually inspiring and motivating. They highlight what the company wants to achieve e.g. solve a problem that is bothering many people or make the world a better place with a product or service. Knowing the why, among other factors, contributes greatly to employee motivation and engagement. If the vision of the company matches that of the employees, the emotional connection is stronger and so is the motivation. However, it is no use if only the management knows the vision. It is important to get everyone on board - from the office manager to the department and team leaders to the individual employee.

An inspiring vision strengthens the emotional bond with and commitment to the company.

Extrinsic and intrinsic motivation

In addition to a vision, there are other ways to motivate. If you want employees to do more than work to rule, you should know the different types of motivation. Basically, a distinction is made between extrinsic and intrinsic motivation. Extrinsic motivation is a form of motivation caused by external stimuli. Companies usually want to motivate employees with promotions, salary increases, additional payments or awards. But the opposite can also be true. Punishments are threatened: "If you don't comply, you have to wash all the cups for a month." In extrinsic motivation, the work is not done of one's own accord, but with the prospect of reward or avoidance of punishment.

Intrinsic motivation, on the other hand, is the motivation that arises from within each person. People are motivated to perform an activity if it is fun, meaningful, challenging or interesting. The distinction can be observed very well in people who live out a hobby intensively. At work, they try to get their time around, are moderately engaged. But at home in the garage, they flourish, for example, when they tinker with a classic car. Or when they try out a new recipe from a celebrity chef. They devote themselves to their hobbies with full commitment and passion, without being paid for it.

Companies should know the difference between extrinsic and intrinsic motivation.

The manager as leader and motivator

Alfie Kohn, US author and lecturer on human behavior, points out the disadvantages of extrinsic motivation in his book "Punished by Rewards". It lacks sustainability: as soon as the reward (e.g., a bonus) is gone, the motivation disappears. The effect also wears off quickly: Initially, a salary increase provides motivation, but over time it diminishes. To achieve the same motivation the next time, the reward must be increased. It also has a negative effect on intrinsic motivation: If people are punished or rewarded for doing something, the desire to do something of their own accord is destroyed. Looking at the effect of intrinsic motivation changes the role of managers as motivators. Instead of being the source of motivation themselves, managers should help their employees find their intrinsic motivation and thus motivate themselves. Instead of trying to "bribe" employees with incentives, people's inner drivers should be encouraged. This can be achieved, for example, with challenging tasks, recognition and personal responsibility.

Managers who want motivated employees must encourage their inner drivers.

Do not underestimate the role model function

Leaders and managers must not underestimate their own role model function when it comes to motivation. If the team is not motivated or even lazy, in most cases it is due to the leadership. How can employees be motivated to work on a Friday afternoon if the manager always leaves at noon? Why should employees be committed to putting forward new ideas if managers never listen and don't take the time? Why should they perform better if they don't even get a "thank you" in return? On the other hand, if leaders are self-motivated and committed, employees will be infected by it. One way to achieve this is through formal communication. For example, in the form of monthly all-hands meetings, video messages, and so on. On the other hand, it can be achieved through informal communication: over coffee, after-work drinks, or lunch together. It is important that leaders remain accessible and give their messages directly to employees. Regular, reliable rituals are essential here. If there are "Friday Beers" in the company, then every Friday. Even if sometimes only two people show up. If a monthly "Letter from the CEO" is planned, then it must also come monthly. And always deliver good content. Postponing planned things or excuses like "I didn't have time" are poison for motivation.

Regular communication and reliable rituals motivate.

Correct mistakes instead of glossing over them

A lesser-known point in motivation is: correcting mistakes. The opportunity for advancement is motivating for many employees. If mistakes are dismissed or glossed over, growth cannot occur. Managers should clearly address what went wrong, what the expectation is, and how things should go in the future. And it is important to leave the responsibility with the employee. No one is motivated if they don't bear responsibility for the outcome - positive or negative. This also means that leaders must look at their own noses. Why is the team dissatisfied, unmotivated and not performing well? Is it because of the employees or because of the way they are managed?

Correcting mistakes leads to growth.

Conclusion: Motivation does not come automatically

Anyone who believes that employees are automatically motivated because of their work is barking up the wrong tree. Leaders need to motivate their team on a regular basis - with a clear vision, communication, setting an example of commitment and encouraging self-motivation. Then people will voluntarily give their best.