Motivating Others during Difficult Times

You may be taking too much on yourself in terms of providing the energy to keep people going. No doubt your team knows that things are troublesome, so your behaviors just look like denial. If your team does not have the opportunity to address things openly, their fears will fester, and productivity will drop still further. See if you can find an opportunity to talk candidly about what is happening to the business and what you can do collectively to minimize the impact.

Money only works if the members of your team are motivated by money only, and this will only last as long as they have a need for it which, once satiated, will disappear as a motivating force. If you cannot give money however, make sure all their other needs are met and try to motivate them on a different basis. If you think of the people who give their talent and time to charitable efforts, you will recognize that motivation does not always boil down to money. People generally like to do things that are meaningful to them, so try to find something that will make members of your team feel as if they are contributing to something valuable.

If people are not happy, you need to deal with this first. Provide an opportunity for them to express their feelings and their fears for the future. It is important that this pent-up energy be released and that open and honest communications be established. Have you thought of offering yourself as a coach so that they can develop the skills they need to succeed in their new challenges?

It is hard to remain motivated when you are not aligned to the challenges that the organization is facing, particularly if you feel that they are unnecessary. Try to recall those times that you felt highly motivated and see if you can bring some of the tasks or activities from that time into your current situation. Also, put the current challenge into a broader professional or career context and see it as an opportunity to develop some valuable skills. You might also try doing something outside work that gives you pleasure to remind you why you are doing all of this!

Abraham Maslow's Hierarchy of Needs focuses on human needs, and suggests that there are five levels of needs which have to be satisfied in strict succession. As one need is satisfied, the drive to satisfy it is lost, and the next level becomes the motivating force.

• At Level I humans need to have water, food, and comfort. These are the physiological needs that drive existence and must be satisfied before the next level kicks in.
• Level II focuses on safety and security and suggests that once people's physiological needs are met, they seek more stability and consistency. This enables them to put their roots down and settle into a more comfortable existence.
• Level III, meets social needs, then begins to drive someone's activities. At this level, people look for friendship and a sense of belonging. Social circles evolve and people choose to be with others who share the same values and beliefs and with whom they are pleased to be identified.
• Level IV begins to motivate once someone has located themselves within a social setting. At this point, the desire for self-respect and recognition emerges. People at this point on the hierarchy of needs are beginning to define themselves separately from those in their close circle and want to be appreciated for the unique contributions they make to their social environment.
• Finally, Level V brings self-actualization. In fact, Level V might more accurately be described as self-actualizing because it is an ongoing life process where the expression of someone's full potential is the driving force. This is where we seek to become all we can be and fulfill what we perceive to be our life purpose.

If you consider Maslow's Hierarchy of needs from an organizational perspective, you will see that Level I equates to the provision of a lunchroom, a comfortable place to work, and a salary. Level II includes the longer term benefits of employment such as health insurance, a bonus, and a pension. If these factors are absent, people will not be loyal to the organization and will seek another place where they can feel safe enough to put down some professional roots. Level III suggests a community of people who share a set of values and beliefs and who are working toward the same ultimate goal. Doctors, lawyers, accountants, and other professions bring together people with the same desire to satisfy Level III needs. Level IV drives personal definition and success, and Level V enables the expression of personal truth and life purpose. Level V often has a wider "meaning" element to it such as a philosophy or religious belief.

Hertzberg's two factor theory distinguishes between hygiene factors and motivators.

• The hygiene factors may be considered to map onto Levels I, II, and III of Maslow's Hierarchy of Needs, and in a work setting would include salary, job security, and status, as well as feeling part of a social/professional community.
• The motivators, equivalent perhaps to Maslow's Levels IV and V, are likely to include higher levels of responsibility, challenging work, and personal recognition.

If we bring these theories into the workplace, we can see that once the basic needs are met, difficult and challenging times can actually motivate someone to contribute at a higher level.

Here is a checklist on how to meet the basic needs so that you can move people toward more challenging tasks that will motivate them during difficult times:

• Have you managed to put the fundamentals in place—salary, breaks, and working conditions?
• Is there a bonus, healthcare, or pension plan that will demonstrate organizational support and loyalty toward employees?
• Do you provide the resources people need to do their jobs—the equipment, budgets, training, and coaching?
• Are the roles well defined and structured within the organizational hierarchy? Do people know what they are supposed to do and what their level of authority is?
• Are people organized into teams and do these teams have a sense of identity?
• Are the two-way channels of communication effective? Do people have a place to go to voice their worries and concerns, either individually or collectively?
• Are there ways in which people can be creative and innovative and make a personal contribution to organizational success?
• Are there ways in which you can recognize people's achievements visibly? Does everyone have an area of expertise that they are known and appreciated for?
• Is there a compelling vision or purpose for your organization's existence?

If all these factors are in place, you will have a much better chance of motivating people during difficult times because their basic needs will have been satisfied, and they will be ready to put their energy toward overcoming a new challenge. Indeed, it is often found that adversity breeds ingenuity, capability, and high levels of engagement. When overcome, it also brings great satisfaction and reward. If you can paint a picture of the importance that each person plays in getting over the difficulty, whatever it is; and if you can provide the appropriate level of care, concern, and support, you will succeed in your quest.

It is very demotivating and disheartening if a team leader or manager demonstrates his or her doubt about being able to overcome a particular difficulty. It is important to keep a positive outlook and faith in everyone's ability to work together effectively in times of trouble. If you are trying to lead people through a particularly challenging time, think about what you would need in a leader to keep you motivated. Certainty and confidence, while being caring and concerned, are some of the qualities you may wish to see displayed—along with practical capability of course.

Pretending that the times are not as challenging as they appear is a mistake. People are much more effective at reading between the lines that we give them credit for, and they will know if you are holding something back. It is much better to be honest about the challenges that you are facing than withhold information in a parental fashion.

The fear of losing control sometimes results in leaders becoming authoritative and overdemanding. Although they may think they are appearing strong and in command of the situation, this behavior does not achieve high levels of motivation, rather the opposite. Try to be honest about what is going on and establish a good communication flow so that people can air their concerns and be sure of an empathetic ear.

Although empathy is good in times of difficulty, you need to put a limit on how much you will allow people to indulge in negative thinking and in worrying about problems that may not emerge. Appreciate their concerns and then try to turn the conversation into something concrete and positive. Encourage them to think about what they can do to change the situation for the best and turn it to their and their colleagues' best advantage.

Adair, John, Leadership and Motivation: The Fifty-fifty Rule and the Eight Key Principles of Motivating Others. Kogan Page, 2007.

Blanchard, Kenneth H., and Marc Muchnick, The Leadership Pill: The Missing Ingredient in Motivating People Today. Pocket Books, 2004.

Harvard Business Review, Harvard Business Review on Motivating People. Harvard Business School Press, 2003.

Blanchard, Kenneth, and Don Shula, Little Book of Coaching: Motivating People to Be Winners. HarperCollins, 2001.

Hertzberg, Frederick, One More Time, How Do You Motivate Employees?(Digital). Harvard Business Review, 2007.

MyWebCA.com: www.mywebca.com/infolibrary/staffing/staffing10.htm

Power Link Dynamics: www.pldynamics.com/archived-self-help-tips-2.php

Motivation ABC: www.motivation-Abc.com

Inc.com: www.inc.com/guides/hr/20776.html