THE LEADER'S BIGGEST CHALLENGE
As a professional
speaker and trainer, I have the opportunity to work with different kinds
of organizations and the managers that lead them. In an attempt to quickly
identify their immediate needs, I will often begin my sessions by asking
this question: If you could choose one thing you could be guaranteed
to get from this program, what would it be?
The responses I continue to receive have become predictable. Increasingly,
today's managers and supervisors share with me that they desperately
want, and need, to know how to "motivate" their subordinates. Many of
these very qualified professionals admit a personal frustration with
not being able to relate to the new type of employee that is invading
our workplaces in ever-increasing numbers. The attitude and approach
these employees display is simply not what we are used to, or frankly,
comfortable with. How can conscientious leaders ever hope to motivate
someone they don't understand?
The answer is, unfortunately, they can't. They can't, you can't, I can't,
and no one can. We must always remember we can not motivate anyone to
do anything he or she doesn't want to do. So, the leader's biggest challenge
hinges on their ability to clearly discern what it is that today's employee
wants to do and what it is that drives them to do it. With this clearer
understanding, we are able to approach the motivational challenges that
await us, energized and revitalized.
CHARACTERISTICS
OF THE "NEW BREED" OF EMPLOYEE
Let's begin the process of exploring the characteristics of the
"new breed" by admitting the obvious. This present day generation of
employee is different than generations of yesteryear. But, there is
no reason to be surprised by that declaration. Almost everything we
experienced in life today is different than it was 10, 15, 20 or more
years ago. Why should we expect a person to remain unchanged while all
that is around us transforms? It is not my intention to attempt to pass
judgement as to whether or not life and work are better than ever before.
Rather, I choose to spend my time developing a clearer understanding
of what the observable differences are. I would offer the following
three characteristics as significant changes impacting the "new breed."
FIRST, I WOULD SUGGEST THAT THE "NEW BREED" OF EMPLOYEE IS BETTER INFORMED
THAN ANY PREVIOUS GENERATION.
Please note that I did not say that they were better educated. National
reports on declining SAT scores, functional literacy competencies and
other academic measurements might be cause for argument regarding the
educational prowess of American workers today. But, no one can argue
with the overwhelming volumes of information available to all of us,
constantly.
Hundreds of television channels available at the touch of a finger.
On the spot, at the moment news reporting from every point on earth.
Technological capabilities that allow us to be "on-line" and in touch
no matter where we physically may be. Truly, we are living in the Information
Age.
But, what about work?
Before we go farther, let me suggest one consideration of motivation
that needs to be fully understood: PEOPLE ARE NOT MOTIVATED BY WHAT
THEY HAVE; THEY ARE MOTIVATED BY WHAT THEY DON'T HAVE, BUT HAVE DETERMINED
THAT THEY WANT OR NEED. Therefore, the continuous sharing of information
with all employees in the workplace is not an option, it's a functional
requirement. We have determined that we want and need professional information.
Therefore, the days of answering a subordinate's "why" question with
a resounding, "Because I said so!!," and then expecting that answer
will suffice, have long departed us.
We really can't expect the sharing of information to be seen as being
motivational. It's expected. But, the withholding of information from
this generation will certainly be seen as de-motivational. The old idea
that information will be shared on "a need to know basis," has been
replaced with the present day expectation that if the information exists
and it concerns me, I need to know!
THE SECOND CONSIDERATION CONCERNING THIS "NEW BREED" ASSERTS THAT THIS
GENERATION OF EMPLOYEE IS MORE MOBILE THAN BASICALLY ANY GENERATION
BEFORE.
This new found mobility centers around the shrinking world in which
we live, and our desire -- or need -- to discover it.
One of the most common comments I hear offered by senior managers and
supervisors today is that there is no loyalty in today's employee. You
simply can't count on them staying with a job or an organization for
any extended period of time.
I would agree with the analysis completely. However, I would also caution
that we must look at the big picture. During the past 10 years or so,
it hasn't singularly been a case of employees quitting employers. Layoffs,
right sizing, facility closures or geographic relocations have all become
common economic realities in the 1990's. By necessity, the "new breed"
has adopted a survivalist mentality.
Couple this new found attitude with the information available concerning
economic opportunities that exist in other parts of the country -- or
the world -- and the mobility of this generation becomes a point of
serious contention. THE THIRD CHARACTERISTIC OF THE "NEW BREED" THAT
MOST MANAGERS CONTEND WITH DAILY IS THAT TODAY'S EMPLOYEE IS THE BEST-PROTECTED
IN HISTORY. The protection to which I am referring is legal protection.
The laws of our land have been sculpted to adequately protect the employee
from organizational abuses -- and the employee knows it! Once again,
information in action. The predominance of labor-related complaints
and lawsuits, of all types, being initiated by employees has been on
the rise for several years now. It is a fact, that in many situations
employees today know more about their own "rights," than do those of
us who have been designated to lead them. The protective, legal process
is a powerful ally for this "new breed."
So what does this all mean to the average leader? After sharing this
basic information with groups of leaders, I have had some exhibit what
I would describe as a sense of hopelessness. I don't believe that to
be the proper approach at all. As a matter of fact, I believe the opposite
should be true. Now that we are beginning to realize what we are dealing
with in the form of the "new breed" of employee, we should be better
prepared to deal with motivational challenges associated with them.
THE NATURE OF HUMAN NATURE
After much study, observation and experimentation, I am ready to
offer a suggested approach for dealing with this elusive issue of human
motivation. Remember that I still hold no one can "motivate" any other
person to do what he or she doesn't want to do. We can certainly intimidate,
force or coerce them, to respond as we wish, based on the position we
hold. But that's not motivation. Instead, I would challenge you to understand
the basic "nature of human nature," or why most people do what they
do. Five points might be helpful in understanding the motivational process
in which we are all involved constantly.
THE CORNERSTONE OF HUMAN MOTIVATION: ALL HUMAN BEHAVIOR IS DIRECTED
TOWARD THE SATISFACTION OF NEEDS, BE THOSE NEEDS REAL OR IMAGINED. As
plain and simple as this statement is, if you believe and understand
it, it will explain a lot.
For example, it explains the uselessness of continually asking ourselves
that most frustrating question: Why did Sally do or say that? If you
have faith in the cornerstone, you already know the answer: Because
Sally had a need she was attempting to satisfy. The next obvious question
becomes "what need would drive Sally to do or say that?" As simple a
concept as this is, I believe it is fundamental for committed leaders.
In avoiding the "why" question and replacing it with the "what" question,
we remove ourselves from the reactive realm -- responding to something
that has already happened, and instead propel ourselves to the proactive
realm -- preparing for this behavioral certainty before it happens again.
Behavior becomes predictable. It always is directed toward an individual's
attempt to satisfy some need.
THE SECOND BUILDING BLOCK IN UNDERSTANDING THE NATURE OF HUMAN NATURE
IS JUST AS CERTAIN. PEOPLE WILL TAKE THE EASIEST ROUTE AVAILABLE TO
SATISFY THEIR NEEDS. Notice I didn't say they would take the shortest
route, I said they would take the easiest route, based on their own
perception of what easy is. Have you ever had an employee spend thirty
minutes talking and trying to keep from doing what amounts to a ten-minute
task? (By the way, children are masters of this technique.) It can be
infuriating. But, again, ask yourself: What need is this person attempting
to satisfy? Often it is the need to avoid added responsibility. Therefore,
they perceive that the longer they stall or raise questions or objections
to the activity, the greater the likelihood that you will eventually
relent and they will not have to do the task at all.
However, take heart. If it becomes evident that you have no intention
of relenting and that eventually they will have to complete the task,
they will accept the obvious, albeit grudgingly, and proceed. Why? Because
they have consciously determined that it is easier to do so than to
continue to resist.
THE THIRD BUILDING BLOCK REPRESENTS THE MOST OBVIOUS MANIFESTATIONS
OF HUMAN BEHAVIOR. WHEN PERSONAL NEEDS ARE NOT SATISFIED, PEOPLE WILL
DO ONE OR MORE OF THE FOLLOWING: WITHDRAW, RATIONALIZE OR BECOME AGGRESSIVE.
Withdrawal is a serious problem for leaders and organizations alike.
But, be advised that withdrawal comes in two different forms. First
there is the most obvious form of withdrawal -- physical withdrawal.
Physical withdrawal manifests itself when an employee abandons his or
her position. They withdraw to some other personal or professional pursuit.
In other words, they quit and leave.
The second and more common form of withdrawal is more damaging. Emotional
withdrawal --they quit and stay. They remain on the payroll, but have
checked out emotionally. They simply go through the motions, without
any sign of lasting commitment or emotional involvement. For most conscientious
leaders, this type of employee presents the greatest daily challenge.
But it certainly is not the only behavioral problem that will be noticed.
Rationalization is another mechanism that humans use to defend against
unsatisfied needs. My favorite working definition of rationalization
is this: To rationalize is to tell rational lies. Think about it. Another
word for rational is logical. Another word for lie is untruth. So, to
rationalize is to tell logical untruths -- to ourselves!
As strange as it may seem, an alarming number of people are constantly
involved in the rationalization process. Why? We all need understanding
and closure. When we experience trouble in understanding and satisfying
the needs that exist within us, it often becomes easier to create our
own reasons, than to search for the real reasons.
The third behavioral mechanism that people will use in an attempt to
satisfy unsatisfied needs is aggressiveness. On occasion, we witness
behavior that is not only unpredictable, but often totally out of character
for the individual displaying it. It is at these times that I encourage
you to pay special attention.
Have you observed a subordinate behaving in a manner that you determine
is "uncharacteristically aggressive" for that person, with no chemical
or medical reason to explain it? I would suggest the person in question
is desperately attempting to satisfy an unsatisfied need and this is
the only approach that appears available to them. I suggest you spend
some dedicated, focused time with that individual as soon as possible
in an attempt to determine what specific need could drive such behavior
and to determine what positive, proactive steps should be immediately
undertaken. The worst thing you can do at a time like this is ignore
the obvious.
THE FOURTH AND FIFTH BUILDING BLOCKS SOUND FAMILIAR, BUT ARE UNIQUE
IN THEIR OWN RIGHT. RECOGNIZE THAT ONE NEED MAY RESULT IN MANY DIFFERENT
BEHAVIORS, BUT THAT THE SAME BEHAVIOR MAY COME FROM MANY DIFFERENT NEEDS.
Two people may have exactly the same need, yet respond totally different
when attempting to satisfy it. For example, if you have a need for more
money, there are several different behaviors available to you. You may
ask for a raise, beg for a raise or demand a raise. You might go back
to school to enhance your market value, or you might take a second job.
Come to think about it, you might even beg, borrow or steal to satisfy
your need for more money.
You may be thinking that you would not do all of the things listed above
just to get more money. However, ask yourself this question: Would someone
do all of these things to get more money? I think your answer will have
to be "yes." Just keep in mind that the same shared need may result
in different behaviors based on the circumstance and the individual.
On the other hand, the same behavior may result from many different
needs. I have seen my wife cry when she is happy and I have seen her
cry when she is sad. I've seen her cry when she has been physically
hurt and I've seen her cry when she has been emotionally hurt. Does
that mean my wife is a crybaby? No. It means I cannot know for certain
what an emotion really means to another human being. I must make a concerted
effort to determine what need is driving that particular behavior. The
need for on going, one-on-one communication continually exists.
APPLYING THE PROCESS
Like any other process or theory, mine is not worth the paper it is
written on if there is not an opportunity for practical application.
This "new breed" that I have referred to so often has all of these principles
mentioned firmly entrenched. But, so do the folks that have been around
for a long time.
Our job as leaders is not to isolate individuals based on some stereotypical
headings. Our job is to include and lead all our followers toward some
point of personal and organizational need satisfaction and accomplishment.
Understanding why people do what they do and applying the principles
that have been outlined should prove to be a major step in your leadership
journey.
Thank you for requesting this article
written by Phillip Van Hooser, CSP.