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Success is based upon a spiritual quality, a power to inspire others
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SETTING THE MOTIVATIONAL TABLE Today, perhaps more than ever before, people are examining what they re doing and why they re doing it This is not a cosmetic change or a small shifting of priorities Rather, it s a real sea change in the way people look at their lives One reason this has happened is that employers have broken almost all the rules that used to govern the employer employee relationship We ve all seen the list of offenses a thousand times: downsizing, reorganizing, re-engineering, inept or insensitive intrusions of technology, excessive executive compensation, managers interested only in short-term results, and managers who micromanage rather than lead
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W H AT I T TA K E S T O B E # 1
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Collectively, these processes and patterns assault us and drain us of our spirit We become frightened and insecure Our morale and job satisfaction plummet The most competent people are unwilling to work under such trying conditions and leave for greener pastures People with fewer options try to hang on Then, instead of growing more skilled and flexible, the organization becomes less skilled and more hidebound There is a reason the cartoon character Dilbert strikes a chord with so many people In study after study on the subject of motivation, researchers have demonstrated that the key motivator is not necessarily money, security, or status Instead, most people are motivated by the desire to feel important and to make a difference If you doubt this, then why is it that people in jobs that pay well and give employees recognition and a challenge are unmotivated And why do we see motivated people in jobs that provide few of these external motivators People are motivated by things that promise to give their lives purpose and meaning And since they spend so many of their waking hours at work, they naturally look to the workplace to provide this kind of meaning Small wonder, then, that a bad employer feels, in a sense, like a betrayal! We hunger for a self that we can be proud of Like Thoreau, we don t want to discover, at the moment of our death, that we have failed to live We want work we can get excited about We want work we can tell our family and friends about, with honest delight Your job as a leader is to give people what they want Remember, even if they tell you otherwise, they want far more than a paycheck They also want meaning If they don t get it from you, they ll go looking for some other place to find it Failing to engage yourself and your people in meaningful, purposeful work is to ignore the highest, truest motivation: meaning
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M O T I VAT I N G T H E T E A M T O E X T R A O R D I N A R Y P E R F O R M A N C E
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LOMBARDI
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Offer people meaning If you don t, someone else will
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Meaning, of course, comes from within In 3, I wrote about self-discovery as the path to self-knowledge, which in turn is the foundation for meaning and purpose In recent years, many companies, well aware of the litany of complaints and offenses cited a few paragraphs ago, have tried to create cultures that encourage self-discovery They have challenged members of their organizational team to state what s really important and suggest ways to move the organization in that direction If you are in a position to set policy in this direction, I suggest you do so with all due speed Let the people who work for you tell you what s important to them You may not agree with their conclusions; or you may want to go way beyond what they tell you; but at least you ll have a strong point of departure as you try to set the motivational table My father, head of a relatively small organization in a simpler era, mostly played it by ear when he set out to motivate his players But I think his style reflects an intuitive awareness about the relative importance of money and meaning in the workplace In fact, he went out of his way (as general manager) to keep the lid on the payroll; but he went just as far out of his way (as coach) to give meaning to people s lives He sought to motivate people on two levels: the team level and the individual level I ll look at these two levels separately, although the division is a little artificial My father was always doing both things and would have been hard pressed to tell you whether a particular tactic was aimed at just one person or at many people Many times he did things that seemed to be aimed at an individual, but were just as much aimed at reaching the entire team
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KEEP THE PRESSURE ON Deep down, Lombardi understood that leaders don t truly motivate Lou Holtz, the successful Notre Dame coach who now coaches at the University of South Carolina, expressed his grasp of this simple truth when he said, Motivation is simple: You eliminate those who aren t motivated People motivate themselves Your task as a leader is to inspire your people with a motive to act, an incentive to adapt, if they haven t found one for themselves You inspire your people with the vision that they want to see brought to a successful conclusion Yet paradoxically, you also get people moving by painting a compelling picture of the consequences of not adapting to change You do this by showing what happened to companies that failed to adapt and by asking, Is this what we want to happen to us You do this by subjecting people to enough stress and pressure that they realize that they must either adapt or fail You create enough pressure to unfreeze the culture and the entrenched hierarchy enough stress to force people out of their comfort zone and the mind-set of This is the way we ve always done it here
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