Motivating Employees is not about carrots or sticks
Harvard Business Review
by Lisa Lai
Motivating employees seems like it should be easy. And it is — in theory. But while the concept of motivation may be straightforward, motivating employees in real-life situations is far more challenging. As leaders, we’re asked to understand what motivates each individual on our team and manage them accordingly. What a challenging ask of leaders, particularly those with large or dispersed teams and those who are already overwhelmed by their own workloads.
Leaders are also encouraged to rely on the carrot versus stick approach for motivation, where the carrot is a reward for compliance and the stick is a consequence for noncompliance. But when our sole task as leaders becomes compliance, trying to compel others to do something, chances are we’re the only ones who will be motivated.
Why not consider another way to motivate employees? I’d like to suggest a new dialogue that embraces the key concept that motivation is less about employees doing great work and more about employees feeling great about their work. The better employees feel about their work, the more motivated they remain over time. When we step away from the traditional carrot or stick to motivate employees, we can engage in a new and meaningful dialogue about the work instead. Here’s how:
Share context and provide relevance. There is no stronger motivation for employees than an understanding that their work matters and is relevant to someone or something other than a financial statement. To motivate your employees, start by sharing context about the work you’re asking them to do. What are we doing as an organization and as a team? Why are we doing it? Who benefits from our work and how? What does success look like for our team and for each employee? What role does each employee play in delivering on that promise? Employees are motivated when their work has relevance.