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Theories and trainings actually do not explain or teach the leaders specific, practical methods how to motivate people. When observing an employee, manager may think: “How can I motivate this person: should I raise the salary or say a good word? Should I praise him or offer something more? “

We are motivated when we are healthy (in a broader sense). This is our strength and our life-competence. Then we naturally have goals, desires and we are moving towards them. When I come to work, my goal is to earn money, achieve good results or even create something, actualize myself, carry out meaningful projects – find meaning and satisfaction.

Therefore, instead of asking “How to motivate an employee“, better ask “How to eliminate factors that demotivate an employee“ – these are the roots of the problem.

What Demotivates Employees?

Consequently, a natural question arises – is the employee like a gentle flower which can fade from the slightest wind and lose motivation?

These cases may exist. Still, the most important factor and measure is the balance between benefits, positive things, and negative factors that interfere the work, cause dissatisfaction and ultimately decreases motivation and work satisfaction.

For example, all added benefits (cosy office, sport club or personal growth opportunities) can’t compensate “the loss“ that employee experiences when he/she gets insufficient salary. Also, high salary cannot compensate the price if the workload is excessive. Also, the prestige of the international company cannot cover the price paid (bad emotions, humiliation, etc) for the rude supervisor’s behaviour.

Thus, if we want to answer the question “How to motivate an employee“ first we have to solve the issue “how to remove factors that demotivate an employee“ and check whether everything works properly in our organization. In some cases, the best action to increase motivation is eliminating demotivating factors.

If a leader delegates an important task, tells a good word, notices achievements or invites an employee for a dinner and shows his/her trust in this way – then all these gestures add to the good relationship.

However, we have to acknowledge, that there is another way to motivate people, and it should be called “mastery“. It means to motivate by your own example, by our authority, creating an inspiring vision, showing the meaning of the job, creating warm atmosphere and acceptance. This is the way how leaders motivate. However, for this kind of motivation employees have to be mature. How leaders implement their mastery? Do not ask! Every  leadership school has its own specific explanation and knowledge, we would not finish the discussion by the end of the week!

Motivate by Your Own Example

HOW TO MOTIVATE AN EMPLOYEE

Surprisingly, few workers are actually involved in their work. Globally, this percentage averages about 12-14, and in Western states, about 30 percent (Gallup, 2020). In the most successful companies, about 70 percent of employees are engaged, but there are few such enterprises.

“Employee involvement” is a management term that means that the employee likes his activities, the work is interesting to him, the employee is emotionally engaged, wants to continue this work, and goes to it voluntarily. When we ask people what a favorite job means to them, usually the answer is one – I wake up with desire, I go to work with pleasure.

How to Recognize an Uninvolved Employee?

The culture, product, and business model of the organization is important for employee engagement, but the most important role still lies with the manager closest to the employee. He can involve the employee or kill their desire. As the manager himself is indifferent, the problem is the team languishes.

The most important things that determine employee engagement are the belief that I can contribute to the quality of the product or service itself. Perhaps this is the answer to why business owners are drowning in the ears at work; why there are a lot of people involved in start-ups – the product is still in development and its future depends on you. Meanwhile, activities in companies where everything is created, well established, only routine execution remains – it does not inspire in any way.

Sometimes, companies and managers blame themselves for not getting employees involved, but there are some employees who will simply never get involved. These are negative, unsatisfied, or inactive employees. Employees who are waiting for someone to create an atmosphere will prepare descriptions until someone “motivates” to work.

Since involvement is greatest when an employee can influence the quality of a product or service, it is necessary to show how the employee can contribute to the satisfaction or well-being of the customer – after all, this is the final result of the right product (by the way, for the younger generation, the environmental impact of the company’s product is one of the most important criteria when choosing a future employer).  This is the mission mentioned in the title of this article. When I feel the meaning of my days, when I know that my work has an impact on people, on the world, it motivates, inspires. I want to get up in the morning and go to work.

How to Improve Employee Engagement

“I’M ON A MISSION”. EMPLOYEE ENGAGEMENT

Organizations can see an employee from three perspectives: as a resource-tool, as a partner, or as a sprout. Let us start from the beginning.

The approach that “an employee is the resource” sees the person as a tool – as an instrument to achieve the goal. If I need to hammer a nail into the wall, then I take the hammer and I do the work. When I want to achieve the goal, then I ask for help from my colleague and we achieve the goal together. This approach is based on a rational benefit. If employees in the company are seen as resources, then probably there will be no mutual loyalty.

This approach allows to employ and dismiss people without a special commitment and pain. The company has benefits – such a company is flexible, competitive and has no excess of employees. This situation may be favourable for the employees as well: not everybody wants to commit and bind themselves; to be a freelancer means independence when an employee’s attitude is: „I performed the job, I did what was written in my contract and I can say goodbye“.

An Employee is the Resource

There is another approach when the employee is the equivalent partner. Together we create value and achieve results. Partnership means that we are sharing hard and joyful moments, also money. Partnership is horizontal and it is based on trust. Such relationships are long-term and sustainable.

An Employee is the Equivalent Partner

The employee is seen as a sprout when the attitude to him is based on humanist ideas. When the employee joins the organization, then for him we create greenhouse conditions (employee welcome program) so the person can get rooted here. Then we have to put efforts (offer career plans, talent development) so the person can spread new branches (develop) and blossom (realize himself).

This approach is common in Western organizations, that seek to attract and recruit many young people (it is not worth to put so much effort for the old person?). 

An Employee is Like a Sprout

Of course, such an environment is favourable for the employee, but it also has side effects;

Although there is one dominant philosophy of attitude towards the employee, much depends on the maturity of the department and the staff. Of course, the members of the top management team are bound by the partnership that requires maturity. Thus, the organization has to raise, develop the employee and help him to mature. Does this start with purification of the soil where I can plant the sprout? This is a good question. First, I must look at what I am planting and what culture I am developing. If from the first days I show that the organization has to put efforts for the employee, then it is unlikely that I can expect partnership later on, because partnership is based on mutual commitment, mutual exchange.

Philosophy Depends on the Maturity of the Staff

WHO ARE YOU – A SPROUT, A TOOL OR A PARTNER?

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