I don’t hear the phrase “quiet quitting” as much as I used to. Maybe it’s not as trendy to use those words as it once was. But managers still face the challenge of inspiring team members to give what has long been called “discretionary effort.”
Especially when you personally believe in the mission of the organization where you work, you want to see your team members show the same zeal and passion for the work that you do. But often, they’re just not interested. People who depend on your team in an emergency are left hanging as crucial but unfinished work piles up, waiting for a more convenient time.
Both Frederick Herzberg and Daniel Pink say similar things about this phenomenon. Most of the time, if we’re trying to figure out how we can motivate someone to be more proactive, more engaged, or more energetic, we’re asking the wrong question.
Sure, your team can be motivated by factors like achievement, recognition, autonomy, growth, and purpose. But in many organizations, those factors never come into play. Why? Because there are other limiting conditions that prevent the motivators from having any effect.
Herzberg calls these “hygiene” factors. Pink refers to “baseline” rewards. When the baseline isn’t met – when compensation or job security is weak, when policies, interpersonal conflicts, or working conditions make the work experience unpleasant – those otherwise motivating factors become powerless.
As a leader, often the most effective thing you can do to build motivation in your team is simply remove the problems that have become active demotivators.
I know. I used the word “simply.” Often removing those demotivators is actually quite difficult. If you’d like a thinking partner to help you find a strategy for your own team, let’s talk. Visit stevedwire.com/talk to start the conversation.
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