Is it Your Job as a Leader’s to Motivate Your Team?

Years ago, before I became a motivational teacher, I hired a sales trainer to speak at a conference my company was hosting. In our first meeting to talk about what I wanted him to do, he asked what my desired outcome was for the time he would spend with my team. I told him I would like for him to motivate the team so they would be ready for the big year we had in front of us. He looked at me with a puzzled look on his face and said, “Is it my job to motivate your team? Why don’t you hire motivated people?”

After all these many years since that exchange, I continue to think about the message behind his question; can you motivate another person or does that job fall to them?

Motivation is Unreliable

Author Stephen Guise, in his book Mini Habits, wrote that “Motivation is unreliable because it’s based on how you feel, and we’ve known for centuries that human feelings are fluid and unpredictable. Many things can alter your feelings.” If this is true, and I believe it is, what is a leader to do? Do you have any role in the level of motivation that an individual on your team experiences?

Eight Ways to Manage the Motivation Level of the People You Lead

Motivation comes in two forms; Intrinsic, or from inside the person, or Extrinsic, or from external factors. Both are important, but intrinsic motivation is what will be longer-lasting and will take you further. If you rely on external motivators, you are subject to changes in the environment that are largely out of your control.

Here are some ways, internal and external, that you can increase the motivation level of the people on your team:[1]

1.      Purpose (Intrinsic) – humans have an innate drive for purpose. If what you are doing does not feed this drive, it is difficult to remain focused and motivated to continue forward.

a.      How can a leader help with this? First, be clear on your organization's purpose and then link that to the purpose of the individual you lead. How would I know their purpose you might be thinking. You can ask them, get to know them, observe them? It will become clear over time.

2.      Autonomy (Intrinsic) – no one wants to be micro-managed. People want to have control of their workflow and make decisions on how to get their work done. When you micro-manage, you are saying, “I don’t trust you to do the job the way I want it done.”

a.      How can a leader help with this? Train them, equip them, coach them, and then let them do their job.

3.      Relationships (Intrinsic/Extrinsic) – humans also have an innate desire to belong. Relationships in the workplace are a key driver of motivation to come to work and to stay at work.

a.      How can a leader help with this? Initiate and cultivate a relationship with each of your teammates. You can also help to connect teammates with each other.

4.      Progress (Intrinsic) – If someone is making progress toward a goal and does not feel like they are “spinning their wheels,” they will feel motivated to continue.

a.      How can a leader help with this? First, make sure there is a goal. If there is nothing to aim for, there is little chance I will be motivated to work hard. Secondly, provide regular feedback and coaching along the way. Feedback helps me know how I’m doing and gives me that feeling of making progress and that you care that I’m making progress.

5.      Mastery (Intrinsic) – am I growing and improving? If so, then I am motivated to continue the journey, no matter how the environmental winds blow.

a.      How can a leader help with this? Insist I have a personal development plan. If I am a novice, help me get to an expert. If I am an expert, help me get to thought leader.

6.      Money (Extrinsic/Intrinsic) – it would be foolish to think that money is not a motivator. I labeled in extrinsic and intrinsic because while it is obviously and extrinsic factor, how you pay me often speaks to how much you value my services, which adds the intrinsic component.

a.      How can a leader help with this? Most importantly, make sure the first five factors of motivation we listed above are at work. If I have purpose, autonomy, relationships, progress, and mastery, I am not as concerned about money. It still matters, but it takes a backseat. If someone feels valued and needed and feels like they are growing and learning, they will be less focused on pay, as long as it is fair.

7.      Recognition (Extrinsic) – most people like to be recognized for their work. How they are recognized (publicly or privately) may vary, but calling attention to someone’s contribution to the team and organization is a motivating factor.

a.      How can a leader help with this? You can secure ways to recognize your teammates. Be creative. If you don’t have cash prizes, find something else of value to the individual. And don’t forget the value of a sincere “Thank You.”  If you make the “thank you” personal and specific, it can go a long way to raising the level of motivation someone feels.

8.      Appreciation (Extrinsic/Intrinsic) – I added this because I think appreciation is different from recognition. While recognition often flows down the org chart (boss to subordinate), appreciation can flow up, down, and sideways. A thank you goes a long way here too!

a.      How can a leader help with this? Develop a culture of genuine appreciation for each other. Not just you showing appreciation for a subordinate, but every member of the team expressing appreciation for others on the team and you.

Is it the job of a leader to motivate his or her team? No, but there is a lot a leader can do to help the members of his or her team find motivation within themselves.

[1] Many of these ideas originated from Author Dan Pink and his book, “Drive”, and from author and speaker Dr. John C. Maxwell.