(By Karsten Strauss)
“One way to inspire that feeling is to have each member of a team become familiar with what other team members are doing, allowing them to bring their ideas for improvement to the table and have input in the whole process. If the roles are not too specialized, have your people rotate responsibilities from time to time. “It all contributes to a feeling of ‘it’s mine,’ and most people, when it’s theirs, don’t want to fail, don’t want to build poor quality and don’t want to dissatisfy the customer.”
It doesn’t matter what you build, invent or sell; your organization can’t move forward without people. CEOs, company founders and managers the world over know that keeping the teams beneath them moving forward together in harmony means the difference between winning and dying.
Prof. Leonard J. Glick, Professor of management and organizational development at Boston’s Northeastern University, teaches the art of motivating employees for a living. He let FORBES in on a few tips for entrepreneurs and managers looking to keep their people smiling and producing.
Build Ownership Among Your Crew
You’ve got to get employees to feel that they own the place, not just work there. “One of the principles of self-managed teams is to organize around a whole service or product,” Glick explained. In other words, make sure company personnel feel responsible for what the customer is buying.
One way to inspire that feeling is to have each member of a team become familiar with what other team members are doing, allowing them to bring their ideas for improvement to the table and have input in the whole process. If the roles are not too specialized, have your people rotate responsibilities from time to time. “It all contributes to a feeling of ‘it’s mine,’ and most people, when it’s theirs, don’t want to fail, don’t want to build poor quality and don’t want to dissatisfy the customer,” said Glick.
Trust Employees To Leave Their Comfort Zones
Few employees want to do one specific task over and over again until they quit or retire or die. Don’t be afraid to grant them new responsibilities—it will allow them to grow and become more confident in their abilities while making them feel more valuable to the organization.
Though managers might feel allowing their people to try new things presents a risk to productivity or places workers outside of their established place, it heads off other issues. “To me the bigger risk is having people get burnt out or bored,” explained Glick.
Keep Your Team Informed
Business leaders have a clearer perspective on the bigger picture than their employees do. It pays to tell those under you what’s going on. “Things that managers take for common knowledge about how things are going or what challenges are down the road or what new products are coming… they often don’t take the time to share that with their employees,” Glick said. Spreading the intel lets everyone in on the lay of the land and at the same time strengthens the feeling among workers that they are an important part of the organization.
Your Employees Are Adults—Treat Them Like It
In any business there is going to be bad news. Whether it’s to do with the company as a whole or an individual within the organization, employees need to be dealt with in a straightforward and respectable manner. “They can handle it, usually,” said Glick. If you choose to keep your people in the dark about trying times or issues, the fallout could be a serious pain in the neck. “The rumors are typically worse than reality. In the absence of knowledge people make things up.”
You’re The Boss. You May Have To Act Like It Sometimes (but be consistent)
Though this issue is affected by an organisation’s overall culture, there are going to be times when you have to make a decision as a leader, despite whatever efforts you may have made to put yourself on equal footing with your personnel. “Ideally they have an open relationship but not necessarily are peers,” Glick said of the manager-employee relationship. “I think the worst thing is to pretend you’re peer… it’s the inconsistency, I think, which is the bigger problem.”
Money Matters (But Not As Much As You Think)
Compensation packages are a big deal when employees are hired, but once a deal has been struck the source of motivation tends to shift. “The motivation comes from the things I’ve been talking about—the challenge of the work, the purpose of the work, the opportunity to learn, the opportunity to contribute,” Glick explained.
When it comes to finding a salary that will allow your employees to feel they’re being paid fairly, don’t bend over backwards to lowball them. If you do, they will eventually find out and not be happy. “If the salary were open, is it defensible?”
Perks Matter (But Not As Much As You Think)
Some companies (we’re looking at you Google) have received attention for offering lavish perks to their personnel – massages, free gourmet lunches, ping pong tables, childcare facilities – but, like money, these things tend to be less powerful motivators for workers than in-job challenges and the feeling of being a valuable part of a quality team that will recognize their contribution. A manager needs to understand that though those perks are great and release burdens from employees’ shoulders, they are not a substitute for prime sources of professional inspiration.
“I don’t think people work harder, work better because of those things,” said Glick. “It may make it easier for them to come to work, I understand that.”
“Opinion pieces of this sort published on RISE Networks are those of the original authors and do not in anyway represent the thoughts, beliefs and ideas of RISE Networks.”