The CPA Journal

Motivating Employees During Tough Times

By Roxanne Emmerich

A skittish economy tests a company’s leadership skills, because employee motivation becomes more difficult at the same time that management’s attention and resources are pulled in other directions.

Four elements of leadership are essential during challenging times:

Build empathy. When a business is struggling, guilt, fear, paranoia, and other destructive emotions can freeze performance. Although many managers respond to uncomfortable feelings with denial, ignoring these emotions makes the problem worse. A structured, constructive forum allows people to share and release negative feelings so they can move on and perform regularly.
Get beyond “ain’t it awful.” People should remember that even during darkest times, many companies do well. Shifting from a doomsday mentality to a can-do mood—even if the results are not stellar—helps a business ride out an economic slump with its customer base intact.
Focus on making a difference. Organizations that focus on themselves and petty concerns only worsen the downward spiral. When people start thinking about making a difference in the world, however small, they become energized.
Recognize the steps along the way. Frustration runs high, confidence flags, and productivity weakens when things do not work well, feeding a cycle of lower motivation and performance. Appreciating the small steps along the way during challenging times tells employees that their contributions and efforts are valued. The best managers and workers hone their skills during difficult times, learning how to build on their strengths.

Ten Commandments of Workplace Motivation

Build self-respect. Positive reinforcement allows people to understand that their performance adds value to the organization. It gives them a sense of satisfaction, motivates them to try new ideas, and allows them to take risks.

Be clear and direct. Employees deserve a clear understanding of what behaviors and outcomes are expected. Many managers are so unclear that they make it seem as though they are hiding the target. Provide a precise vision for every expectation.

Show respect. Managers too often treat employees like children. Employees should be given the latitude to solve problems, along with guidance and a clear picture of what outcomes are expected.

Live integrity. People keep track of slips in integrity, such as managers missing obligations (e.g., missed deadlines, unfinished reports, and delayed meetings). Instead of confronting the problem directly, they blame, gossip, and whine. Living in integrity means keeping one’s word.

Be fair. Fair does not mean equal. Paying for performance is not fair if a star performer’s incentives have a low ceiling. Fairness is about sharing. Use some of the money from cost savings or increased revenue to reward the people who made it happen.

Value and reinforce ideas. According to an Employee Involvement Association study, the average Japanese employee submits 32 ideas for improvement per year, compared to the average U.S. employee, who submits 0.17—a ratio of 188 to 1. The disparity may stem from the fact that only 33% of U.S. employees’ ideas are adopted, compared to 87% of Japanese. Companies need a system for evaluating and implementing employees’ suggestions for improvement. People who submit ideas are entitled to feedback and timely decisions.

Give them what they want. Different employees are motivated by different things, whether it be money, travel, training, promotions, or a flexible schedule. The best way to find out what motivates someone is to ask them.

Give immediate feedback. The annual performance review is important but has limitations. Performance that does not meet objectives becomes habit by the time of an annual review. Likewise, positive reinforcement that is delivered long after the fact is less meaningful.

Reinforce the right things. One company’s CEO always came to work early and stayed late. He believed that good employees shared that trait, and his employees imitated his workday. A new CEO emphasized performance instead, and productivity went up. The moral: Managers should watch what they reinforce because they will surely get more of it.

Serve others. Switching the focus from customer satisfaction to customer success gets employees more involved in their work than working from a job description.

Adapted from material by Roxanne Emmerich, president, Emmerich Group, Inc. (www.emmerichgroup.com).

Editor:

Thomas W. Morris
The CPA Journal

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