Motivation is a very fragile thing. One false move and you turn an extremely loyal employee, ready to sacrifice himself/herself for you, into a person who would at best lose any desire to do anything for you (and that’s if you’re lucky enough!). You’d better not even know what can be at worst.
That is why you should approach the process of motivation building with a full understanding of the issue. To start with, I recommend reading my first article on motivation, otherwise, you will not understand the basic information like, for example, the existing important division into intrinsic and extrinsic motivation.
The main goal of motivation is to get the most out of a person’s work. The problem is in releasing the employee’s intrinsic motivation.
To do this, you have to arrange the situation in such a way that the person thinks that this is his/her own decision. If your employee comes to you and suggests a certain idea, each your correction of the original will kill the person’s inner motivation more and more. Relatively speaking, it is important for us to understand that it’s our idea and remains completely ours.
Another important problem of motivation that is commonly ignored in the West (because of the customary rigid division of professions and responsibilities) and likewise is ignored in post-Soviet countries (because they like saving on what one shouldn’t save on) is multitasking.
Multitasking kills motivation. The peculiarity of our brain is its evolutional unwillingness to spend energy because it consumes it more than other organs do.
In so doing, the brain is not physiologically adapted to keeping more than a couple of tasks in mind. In this case, even a small additional task turns into a burden, which threatens serious consequences for human health (yes, it’s that serious).
And it’s important to keep in mind that our brain can’t come up with anything new when it’s in the process. In order for the solution to come, we have to get the maximum amount of incoming information and then relax, do something we like. I wrote on this topic in detail.
That is why a large amount of work burden adversely affects the process of finding a solution to the problem. You cannot impose tasks on your employee and expect their successful solution. You cannot tell the brain of your employee to find a solution, neither can he/she. And the more the employee tries to find a solution, the less likely a successful outcome is.
But you can create conditions for the person that will significantly increase the probability of finding a solution by him/her. Three basic conditions:
1. Well-designed motivation;
2. Well-thought-out workspace;
3. Hierarchy and relationships in the team.
The third point is particularly interesting because it is influenced by cultural differences as well (although, we’ve got to admit that many cultural differences get substantially smoothed as globalization increases, which is perfectly known to marketers).
Speaking about the hierarchy in the team, we can note that there is a right tendency toward a horizontal hierarchy. Even large companies try to apply the principles of this system because they are well aware of its advantages and the disadvantages of a vertical system.
You can always build a complex vertical hierarchy to impress institutional investors. However, if you need an effective work of the team (and if the team is not in production but is engaged in intellectual and creative activity), you’d better consider the horizontal structure within the company.
It’s all quite simple: we much more appreciate what we’ve put our own efforts in. The horizontal scheme provides more opportunities to express yourself and be responsible for the implementation of your own idea. In a vertical hierarchy, intrinsic motivation is often replaced by meeting the expectations of your boss.
The peculiarity of such cognitive distortion in evaluation essentially increases the value of the idea or product. Let’s take, say, the IKEA effect.
The essence of the IKEA effect is that the efforts we apply to assemble a product (for example, IKEA furniture) increase the value of this product for ourselves. Naturally, our brain has no areas for different kinds of behavior in the case of IKEA furniture and the rest of our life, so this effect is relevant to different areas of activity.
As a result, I consider it necessary to emphasize that it is impossible to build a quality motivation without having a person think that this is his/her own idea. This can be arranged in different ways and using individual strategies, which we can provide if you contact us.
Or, if you want to try it on your own, I recommend that you inform yourself about the way conditioning works.
After experimenting with creating your own strategy based on conditioning, you can achieve certain qualitative changes by means of repeating the right ideas in various ways for a relatively long time.
Such cases can be well compared to a toothbrush: everyone needs it, everyone uses it, but nobody needs a toothbrush of another person. Make a person think that when taking your toothbrush, he/she takes his/her own toothbrush.
You want to get our help or consultation? E-mail us email@example.com, and we’ll respond within 24 hours.
Leon The Alien
SEE ALSO: How to create agiotage around your brand
Images: Rawpixel, Jordan Whitfield, Giphy