communication department

By Suzanna Laurent, Fellow, Oklahoma Chapter

Editor’s note: This article was originally published in the February 2004 issue of Leadership Tips, an e-mail bulletin formerly sent to STC leaders by the STC Leadership Tips Committee. The author has updated it for Tieline.

Much human behavior is puzzling. Have you ever wondered why some employees put more effort into their work than others? Or why an employee willingly carries out the instructions of one superior, but begrudgingly carries out requests made by another superior? Or why employees pay close attention to what one manager says but not to another?

Look around you. Observe the way other managers treat people. Some people receive the “Hey, Buddy” treatment while others receive the sincere and important “Yes, sir” treatment. Watch. You’ll observe that some managers command confidence, loyalty, and admiration while others do not. If you look closer still, you’ll also observe that the managers who command the most respect are also the most successful.

What is the explanation? It’s that successful managers learn how to develop commitment and motivation in their employees. They lead by example and recognize workers for a job well done. Today, technical communicators are under heavy pressure to justify their roles. Fewer people produce more work. What is the best way to help them develop stronger commitment and motivation in these difficult times? How can we ensure that their spirits and motivation are kept as high as possible?

In today’s business climate, money is not always readily available as a resource for rewards. That’s okay, though, because we know that praise and personal gestures motivate workers better. Managers are finding today that those things that don’t cost money are, ironically, the most effective motivators. The below tips and principles can also apply to community leaders.

Prescription for Greater Motivation

Have you ever wondered how to help others build the commitment and motivation needed for a particular project? The key is to understand what people want to get from their work so you can help them build these important traits.

Victor Vroom developed his Expectancy Theory long ago, but it is still critical to understanding worker satisfaction and motivation. It is mainstream psychology—it is simple, it is practical, and best of all, it works! This theory explains that when people are given choices, they choose the option that promises to give them the greatest reward. Of course, as we all know, what constitutes a reward for one person can be quite different for someone else. If people are motivated by their needs, then finding out what those needs are and placing the people in positions that help them fill those needs creates a win-win relationship.

The following tips are based on Vroom’s Expectancy Theory. When used properly, they can help you to stimulate others to perform well, including fellow leaders in your community.

• Tell people what you expect them to do! This must be done on a regular basis, not just at the beginning of a project. Clearly explain what the vision of the organization—or community—is, where you’re going, and what you want to accomplish. Be as specific as possible and share common goals with them. Explain the standards of performance you expect as well. Effective communication inspires people to motivate themselves.
• Make the work valuable. When possible, assign work they like to do. Give them work they can do (or learn to do) well and that helps them achieve their goals. “Valuable work” is work they consider valuable to themselves or others.
• Make sure they can do the work. This increases the person’s confidence that they can do what you expect. You may have to provide training, coaching, mentoring, listening, or resources to enable them to perform the work well. Remember, too, that the attitudes a leader has toward his or her subordinates can affect the work they do.
• Invite people to come to you with their concerns. Tell them they can come to you after they begin working if they have any questions or other concerns. Listen carefully to their feedback as they often share ideas that include new information, suggestions, or changes. A good listener is a rare and priceless commodity.
• Involve people in decisions. When change is necessary, if possible, involve people in the decisions that affect them. Getting their input makes them a part of the change process and rewards them for positive contributions.
• Give feedback! Tell people how well they are doing. Positive feedback tells them to continue along the same lines. Constructive feedback explains their mistakes, and asks them to correct their mistakes so they can learn from them. When you don’t provide any feedback, people may believe that you don’t notice their efforts.

Recognize Successful Performance

The most successful managers—or leaders—are the ones who recognize the creative potential of the people on their teams and use that potential wisely. Recognizing and rewarding others isn’t just a “nice thing to do.” When done correctly, recognition raises the self-esteem and confidence of employees, increases their willingness to take on new challenges, and fuels their eagerness to contribute ideas that can make your company excel.

I want to share some ideas with you from two books in my personal library that can be used with community leaders. Each book takes a different approach, but they have been well worth the money (under $14 each) I spent to purchase them. I recommend that you find a good book—there are many for sale—that will supply fresh ideas so you can become more adept at recognizing others. And don’t forget to solicit ideas from your community’s leaders as well.

In his book 1001 Ways to Reward Employees, Bob Nelson explains, “In tight financial times, rewards and recognition provide an effective, low-cost way of encouraging higher levels of performance from employees” (page xi). He goes on to discuss three categories or levels of recognition: informal rewards, awards for specific achievements and activities, and formal rewards.

Nelson relates the story of a Hewlett-Packard Company engineer who burst into his manager’s office in Palo Alto, California, to announce he’d just found the solution to a problem the group had been struggling with for many weeks. His manager quickly groped around his desk for some item to acknowledge the accomplishment and ended up handing the employee a banana from his lunch with the words, “Well done. Congratulations!” The employee was initially puzzled, but in time, the Golden Banana Award became one of the most prestigious honors bestowed on an inventive employee.

Donna Deeprose tells us in How to Recognize and Reward Employees that “Good managers recognize people by doing things that acknowledge their accomplishments. They reward people by giving them something tangible, but not necessarily costly, in return for their efforts. And they create environments were jobs provide intrinsic reward—good feelings people get from doing the work itself” (page vii). She also states that “by recognizing and rewarding employees, management establishes an equity arrangement, thus providing employees with a fair return for their efforts, motivating them to maintain and improve their performance, and clarifying what behaviors and outcomes the company values” (page 2).

In her book, Deeprose discusses ten different guidelines for recognizing and rewarding others. These guidelines could also service as a quick outline of tips on “recognition” success habits:

1. Determine your goals and get employee input
2. Specify reward criteria
3. Reward everyone who meets the criteria
4. Recognize behaviors as well as outcomes
5. Spin the Golden Rule
6. Say “thank you” frequently
7. Nurture self-esteem and belonging
8. Foster intrinsic rewards
9. Reward the whole team
10. Be careful: you get what you reward

Deeprose presents many good examples and ideas of recognition in her book, including these three that don’t cost any money. A few of the things she suggests are that you:

• Write a letter to the employee’s family expressing your appreciation for extra hours the employee has given to the job, and explaining specifically what he or she did and what it means to you and the company.
• Set up a thank-you call or special visit from the president of your organization.
• Recognize a team accomplishment by designating that team as a consultant to other teams. Team members get the honor and others get the benefit of their skills. You may want to arrange for them to have some training in internal consulting skills.

Recognition Is the Biggest Motivator

Everyone likes to be a winner. It’s the nature of human beings to want to succeed. We enjoy feeling that we have contributed, and that we are needed, liked, and appreciated. Don’t let anyone fool you, though—it takes hard work and a positive attitude to be a winner. That’s why it is so important that your recognition makes employees feel like they are winners! People who enjoy their jobs and succeed are generally enthusiastic, willing to try their best, and optimistic about challenges. These people have a winning spirit that puts them ahead of the game!

As you become more adept at developing commitment and motivation in your community’s leaders and recognizing them for their contributions, they will naturally strive to do even more.

Whether you manage employees or lead a community, there’s an essential principle to follow that’s too often overlooked: What motivates the people who work for you most is recognition!