In an ideal world, you’d turn up to work with a team of self-motivated people who are happy to be there, chomping at the bit to get started.
But in reality, that’s not the case.
In almost every organization, there's usually a few people who drag their heels. And even the most motivated team members can have off days or weeks.
So what do you do about it?
Well, here’s how I think about it:
There are two main approaches to motivation:
- Fear-based motivation, where your team does stuff well because they're scared of making mistakes or facing consequences.
- Enthusiasm-based motivation, where they work hard because they genuinely want to.
When I first started managing people, I thought pure enthusiasm was the key. Get everyone excited about the work, and they'll naturally give their all, right?
Wrong.
I quickly learned that's not always enough. The truth is, effective motivation is about finding the right mix of enthusiasm and accountability for each individual on your team.
Some people thrive on enthusiasm, sure. But others need clear expectations and accountability. Most fall somewhere in between.
So how do you strike this balance? Here are some ideas:
🧩 Understand individual motivations
One of the best questions I've heard a manager ask new team members is, "How would you like to be noticed?"
This question reveals a lot about what drives each person. Some might say they want public recognition in team meetings. Others might prefer a private word of thanks. Some might value new responsibilities more than praise. Some might value the income purely and treat this as a job that pays the bills.
Understanding these differences helps me tailor my approach and makes sure each person gets the kind of recognition they actually want. That’s when people are most motivated.
🔑 Encourage ownership
Let your team work the way they want to work. The more free rein you give people, the more motivated you'll find them.
As George Patton said, "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
Good: A manager assigns a project to a team member, clearly outlines the goals and deadlines, then steps back. They check in periodically but trust the employee to handle the details.
Bad: A manager assigns a task, then constantly asks for updates, suggests changes to the approach, and questions every decision.
🎯 Set clear expectations
Obviously, you’ve got to be very clear about the end goal to pass over the reins. Make sure everyone understands:
- What do you want done?
- By when?
- How often do you want updates?
- And what are the stakes if it goes wrong? What happens if things go right? (e.g. “if we hit our target, we’ll be doubling our marketing budget on this stream; if we don’t, we’ll have to cut spend here”)
If your team understands the stakes, they’ll feel more accountable and be more motivated.
👏 Sprinkle your praise (don't pour it)
Complimenting your team's good work is critical for morale. Everyone appreciates knowing they're on the right track
I used to think more praise was always better. But I noticed something odd - when I praised everything, it started to mean nothing.
IMO, a better approach is to ‘sprinkle’ your praise – say it when you actually mean it. That way, your team members appreciate it more.
For example, instead of a generic "good job" for every task, try pointing out specific things: "I liked how you handled that client's complaint. Your patience turned a potentially negative situation into a positive one."
👂 Emphasize the “why”
Human beings want to know their jobs (and lives) matter. And when you think about it, most jobs do matter. It’s just that we as leaders often fail to tell people that. So most people (including managers themselves!) feel they’re just a cog in a machine.
Ask yourself: do your team members know how their job fits into the big picture? Do you? If not, how can you find out and explain it to them?
For example: When our tech team was working on a seemingly mundane database update, I explained how it would help our customer service team respond faster. Suddenly, a boring task became crucial to improving the experience of our users and making them feel happier using our resume tools.
Similarly, don't just ask for a report. Explain how that report will influence important decisions: "This market analysis you're working on will help us decide which products to develop next year. It could shape our entire strategy."
Context often turns mundane tasks into meaningful contributions, boosting everyone’s motivation, including your own.
🧂 The John Wooden touch
John Wooden, the “winningest” coach in basketball history said this to his players at the start of the season.
(paraphrasing) “I’m gonna treat you all differently, because you’re all different.”
He’d shout at some players a little more, and he’d be a little softer on others. He gave each player what they needed.
Remember, what works for one person might not work for another. Some team members are motivated by direct, even blunt feedback. Others need a gentler touch. The key to motivating others is to respect their individuality, and recognize a one-size-fits-all approach never works.
I hope these insights help you become a more effective leader and motivator.
Keep these tips in mind as you work with your team, and don't be afraid to adjust your approach as you learn what works best for each individual.