Motivation: The Key to Unlocking Team Potential
As leaders, our primary responsibility is to bring out the highest possible performance in the people we manage. While most leaders recognize that motivation plays a crucial role in driving high performance, few are truly skilled at choosing the right combination of strategies and tools to motivate their diverse team members. Understanding that each individual is motivated by different factors, and that some people might even be demotivated by the same conditions that motivate others, is essential for creating a thriving, high-performing team.
Motivation is not about manipulating or bribing employees to work harder. Instead, it’s about creating the right conditions that enable individuals to motivate themselves and bring their best selves to work. In this context, motivation is defined as the process of encouraging people to do what needs to be done because they genuinely want to do it.
The Four Key Questions for Motivation
Employees typically have four key questions they want answers to from their leaders:
1. Why do we exist? – What is the purpose of the organization or team? Understanding the broader mission helps employees align with the organization’s values.
2. Where are we going? – What are the goals and aspirations? Clear, tangible objectives help team members see the bigger picture.
3. How will we get there? – What is the plan to achieve these goals? Tactics, timelines, and responsibilities are critical to ensuring everyone is aligned and working toward the same vision.
4. What’s in it for me? – This unspoken question focuses on personal motivation. What will individuals gain from their work, and how does their role contribute to their personal growth and fulfillment?
While the first three questions are typically addressed in team settings, the fourth—what’s in it for me?—is where leaders must focus to truly motivate their team members. Understanding this question and addressing the individual needs and aspirations of your team is crucial for unlocking their full potential.
Identifying Performance Gaps: Motivation vs. Capability
When an employee is underperforming, the key challenge is identifying the root cause. Is it a motivation problem, a knowledge gap, or something else? A simple root-cause analysis using two critical questions can help clarify the issue: How knowledgeable is the person about the role? and How much desire does the person have to perform well?
Using this framework, we can classify performance issues into four categories:
1. Selection Error – Low knowledge and low desire. This indicates that the employee might not be a good fit for the role. The best course of action here is often to part ways with the individual, as investing in someone who lacks both the drive and the skills to succeed may be counterproductive.
2. Training Gap – High desire but low knowledge. In this case, providing the necessary training to build the employee’s knowledge and skills can help them improve.
3. Resource or Organizational Structure Problem – High knowledge but low desire. Here, something outside the individual, such as organizational obstacles or insufficient resources, is preventing performance. Addressing these external factors is critical to restoring motivation.
4. Motivation Problem – Low desire but high knowledge. This is the classic motivation challenge, where the employee knows what to do but lacks the will to do it. A more personalized and thoughtful approach is needed to rekindle their motivation.
Overcoming Hygiene Factors: Addressing Barriers to Motivation
Before focusing on traditional motivators, leaders must first address the “hygiene factors” that might be hindering motivation. These are not intrinsic motivators but external conditions that create dissatisfaction and can prevent employees from bringing their best selves to work.
Common hygiene factors that may impede motivation include:
1. Job Insecurity – Worries about layoffs, reorganization, or a loss of status can demotivate employees, regardless of their usual engagement levels.
2. Ineffective Policies or Practices – Bureaucratic inefficiencies and obstructive organizational practices can create frustration and disengagement among employees.
3. Inadequate Supervision – Both the absence of support and micromanagement can lead to dissatisfaction. Effective, consistent guidance is essential for fostering motivation.
4. Poor Working Conditions – Factors like a noisy, poorly lit, or cramped physical environment can lower morale.
5. Negative Peer Relations – Toxic workplace dynamics, including gossip or backstabbing, can demoralize even the most dedicated employees.
6. Personal Life Challenges – Employees bring their whole selves to work. Personal issues, such as health problems or family crises, can drain an employee’s motivation and focus.
These hygiene factors must be addressed first. Without addressing the external barriers, no amount of positive reinforcement or motivational techniques will suffice.
Becoming an Advocate for Your Team
As a leader, one of the most important roles you play is advocating for your team. When external obstacles are preventing your employees from performing at their best, it’s your responsibility to take action and represent their concerns to those who have the power to make changes.
This might involve:
• Acknowledging the problem: Let your team know that you understand the challenges they are facing.
• Gathering evidence: Collect data points and feedback from your team to support your argument for change.
• Making your case: Advocate on their behalf, showing how addressing the issue will benefit both the team and the organization as a whole.
• Following up: Ensure that the necessary changes are implemented and keep your team informed about the progress.
By demonstrating that you hear their concerns and are actively working to remove obstacles, you show your team that you are truly invested in their well-being and success. This goes a long way in fostering trust and motivation.
Conclusion: Creating a Motivated Team
Motivation is not a one-size-fits-all approach. Leaders must be attuned to the individual needs of their team members, recognize potential barriers to motivation, and create an environment that fosters personal and professional growth. By addressing hygiene factors, advocating for your team, and understanding the deeper questions that drive motivation, you can inspire your team to bring their best selves to the work they do.
In the end, motivation is not about manipulating people; it’s about creating the right conditions for people to motivate themselves. When these conditions are met, individuals and teams can achieve remarkable success.
Gagan Chahal
