November 10, 2010
The Internal Comms Challenge: Why Companies Need Motivation Now More Than Ever — and Six Ways You Can Share ItRichard Carufel's spotlight this week: Jon Gordon, Author, "Soup: A Recipe to Nourish Your Team and Culture"
With the recession finally in our rearview mirror (so they say), most companies are finally beginning to pick themselves up, dust themselves off, and at least try to get back to business. But the past year has left its mark: employees are in a funk. They are fearful, overworked, distrustful, and have less enthusiasm and passion than ever. And many leaders are continually frustrated by their team's performance and low morale and engagement. The answer, says author Jon Gordon, doesn't involve fancy technology, a new piece of equipment, or extensive RandD. In fact, the answer lies in a basic human emotion: motivation.
Gordon isn't advocating for a mass hiring of motivational speakers to address America's sluggish workforce. Nor is he suggesting you spend thousands of dollars on motivational products. In fact, Gordon, who is the author of the newly released Soup: A Recipe to Nourish Your Team and Culture (Wiley, www.Soup11.com) and who speaks to organizations around the globe says that motivational speeches don't work. "But," he continues, "leaders who motivate do. Now, more than ever, a leader's job is to motivate and rally his or her team through challenging times. You can't outsource motivation. It is the leaders and managers who must motivate."
"Most business leaders want to take the emotion out of business," he goes on to say, "but that is a huge mistake. When fear and negativity are the primary emotions people in your organization are feeling, you have to counter that with an even more powerful emotion, like faith, belief, and optimism. And your success in that depends on your ability to motivate."
He explains that motivation has long been considered a soft skill that was hard to quantify, so most companies left it up to annual meetings and inspiring rallies to keep their employees fired up. But what leaders are realizing is that it's quickly becoming a vital part of their everyday job descriptions.
Nobody knows this better than Gordon. In 2007, Jon Gordon released The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy with low sales and little acclaim. A business fable, with strategies for overcoming adversity and negativity and bringing out the best in your team, the book saw its largest jump in sales this past year, becoming a WSJ bestseller when the economy was at its worst. Why? Because businesses everywhere were struggling, and their leaders were looking for answers.
The Energy Bus, along with Soup, gives leaders the tools they need to take their teams through tough times. Here, Gordon offers six strategies to motivate your people (and get the results you want!):
Don't be too busy to communicate. Recovery or no recovery, these are uncertain times. Employees are wondering what's going to happen next, whether their job will be impacted, and what action to take. That uncertainty creates a void. Unless you, the manager, fill that void with clear and positive communication, people will assume the worst and act accordingly. Fear and negativity will creep in and dominate their thoughts, behaviors, and actions. Don't let your busy schedule get in the way of taking the time to talk with your team. In fact, Gordon says that you should make communicating with your employees a top priority on your list each day.
"The number one thing a manager can do during times of uncertainty is to communicate," asserts Gordon. "Communicate with transparency, authenticity, and clarity. Whether you have a scheduled morning meeting each day, make office rounds in the afternoon, or take your team to lunch, make it a priority to make time to talk to each and every member of your team on a regular basis. You may be busy, but the truth of the matter is that you really can't afford not to.
Lead with optimism. The engine for America's growth and prosperity has always been its "can do" attitude and spirit. Unfortunately, in the past year, optimism has been in short supply. Between the doom and gloom media coverage, the workplace rumor mill, and the overall uncertainty of the economy, it seems that pessimism has become the name of the game. Gordon says that, as a leader, your most important weapon against pessimism is to transfer your optimism and vision to others. This inspires others to think and act in ways that drive results.
"Leadership is a transfer of belief—and great leaders inspire their teams to believe they can succeed," explains Gordon. "As a leader and manager, you are not just leading and managing people, but you are also leading and managing their beliefs. You must utilize every opportunity available to transfer your optimism. From town hall meetings to daily emails to individual conversations to weekly teleconferences, it's imperative that you share your optimism with your team. Optimism is a competitive advantage, and you need to convey it in all you say and do. As one of the greatest American innovators, Henry Ford said, "Think you can or think you can't—either way you are correct."
Share the vision. It's not enough to just be optimistic. You must give your team and organization something to be optimistic about. Talk about where you have been, where you are, and where you are going. Share your plan for a brighter and better future, talk about the actions you must take, and constantly reiterate the reasons why you will be successful.
"Create a vision statement that inspires and rallies your team and organization," Gordon suggests. "Not a page-long vision statement filled with buzzwords, but a rallying cry that means something to the people who invest a majority of their day working for you. This vision statement can't just exist on a piece of paper. It must come to life in the hearts and minds of your employees. So it's up to you to share it, reinforce it, and inspire your people to live and breathe it every day. A positive vision for the future leads to powerful actions today."
Relationships build real motivation. It's much easier to motivate someone if you know them and they know you. After all, if you don't take the time to get to know the people who are working for you, then how can you ever truly know the best way to lead, coach, and motivate them effectively? And for that matter, how can you expect them to trust and follow you if they don't know you as well?
"Relationships are the foundation upon which winning teams and organizations are built," says Gordon. "I advise managers to make their relationship with their employees their number one priority. In fact, I've worked with numerous NFL coaches and have seen firsthand how the most successful coaches and best motivators are those who develop meaningful relationships with their players. The same strategy that works on the field works in the office as well."
Create purpose-driven goals. When it comes down to it, the real force behind motivation has nothing to do with money or number-driven goals. Real motivation is driven by purpose and a desire to make a difference. In fact, people are most energized when they are using their strengths for a purpose beyond themselves. When employees feel as though the work they do is playing an integral role in the overall success of the company and the world, they are motivated to work harder. Similarly, when they feel as though they are working for something more than just the bottom line, they feel good about the work they are doing.
"So as a leader, you will want to motivate your team by focusing less on number goals and more on purpose-driven goals," Gordon explains. "It's not the numbers that drive your people but your people and purpose that drive the numbers. Sit down with each individual on your team and talk through what their personal goals are and how you see those goals fit in to the bigger picture. Give them a sense of purpose that will fuel their fire towards taking action."
Nourish your team. These may seem like strange words to apply to the workplace. But Gordon insists they are spot-on. He says the main question every employee in every organization wants to know is, "Do you care about me; can I trust you?" If your answer is yes, they will be more likely to stay on the bus and work with you. Employees who feel cared for, honored, and nourished are more engaged in what they're doing and will work at their highest potential.
"Think about it," Gordon continues. "Gallup's research shows that employees who think their managers care about them are more loyal and productive than those who do not think so. If you nourish your team and take the time to invest in them, they will pay you back in productivity, creativity, and loyalty. If your employees know that you care about them, they will want to do good work for you. It's the greatest motivator of all."
"Remember this simple formula," Gordon concludes. "Belief plus action equals results. If you don't believe that something can happen, then you won't take the actions necessary to create it. If you believe that your team can do big things, they will believe it, too. And that belief will fuel the fires of action and provide you with the results you're looking for."