Motivate Teams and Individuals to High Performance – Approaches and Specific Tips

In today’s fast-paced business environment marked by uncertainty, managers are constantly seeking ways to enhance employee motivation and drive performance. They can opt for the sprint approach, driving people to performance and/or the marathon approach, motivating people to performance.

Our level of commitment and engagement in a job is a decision we make almost constantly. Therefore, it is crucial for leaders to understand how to influence these decisions to ensure sustainable commitment and engagement.

This article proposes specific approaches, based on scientific insights. It answers the question how can we best achieve sustainable performance of teams and individuals?

Influencing the Real Decision Maker: Our Subconscious Mind

In 2002 Prof. Kahnemann got awarded a Nobel Price for his research on psychology of judgment and decision making under uncertainty. He found that the majority of decisions are made by system 1, our subconscious mind. It operates automatically and quickly with little or no effort and no sense of voluntary control. It is intuitive, fast, and relies on rules of thumb and emotions to make decisions. In short: most of our decisions are gut feel decisions.

The language of system 1 are somatic markers, expressions of the body such as

Anger: Tension in shoulders and neck, pounding heart, clenched fists, heat in the face
Joy: warm feeling in the stomach, laughter, relaxed breathing, goosebumps

System 2 is the slower, more deliberate, and analytical part of our cognitive process. It requires effort and conscious thought to make decisions and solve problems. The language of system 2 is language: words and sentences.

Our subconscious moves into action and sends signals before our System 2 starts operating. It is difficult for our conscious, logical mind (System 2) to change the automatic responses of our unconscious mind (System 1), especially over the long run. Feelings will resurge, and often System 2 will rationalize the decisions taken by system 1. Logical arguments alone do not directly trigger actions as shown in the following example: a threat can lead to emotions (system 1), which will trigger actions such as conceding in negotiations. When the threat disappears, the emotions change, action stops.

Conclusion 1: we cannot really motivate people over time without involving their system 1, their feelings.

Conscious + Subconscious = Extraordinary Performance

Zenger Folkman (www.zengerfolkman.com) measure Leadership effectiveness by grouping the over 120’000 leaders having gone through their 360 ° assessment into percentiles. Zenger Folkman’s research proves that leaders in the top 90 percentile (extraordinary leaders) produce much better leading and lagging indicator results than good leaders at around the 50 percentile mark. Further analysis looked at 2 key competences which differentiate the best from the worst leaders: “Inspires and motivates” and “Drives for Results”. “Inspires and motivates” is a competence rather affecting system 1, “drives for results” system 2. Zenger Folkman identified to what extent each of the 2 competences is an indicator of a leader being an Extraordinary Leader (EL) producing extraordinary results:

Inspires and motivates	Drives for results	Likelihood of being an Extraordinary Leader
Strength	Not a strength	9 %
Not a strength	Strength	4 %
Strength	Strength	87 %

Conclusion 2: Engaging both the emotional and rational aspects of people’s minds is essential for sustained motivation and performance.

Specific Suggestions To Motivate to High Performance – With Sustainable Impact

Motivating on an emotional level is usually referred to as intrinsic motivation, while motivating on a rational level is often called extrinsic motivation

What can we specifically do to create extrinsic and intrinsic motivation? Below you will find some considerations and ideas. I invite you as a reader to provide other examples of what has worked for you.

Intrinsic Motivation Ideas

Intrinsic motivation refers to the inner drive to engage in a task because it is inherently interesting, enjoyable, or satisfying. Intrinsic motivation comes from within the individual, from system 1.

Intrinsic motivation is generated by addressing specific motives. It is important to understand who we want to motivate, as different people will respond to different motives to varying degrees.

Let me describe these motives and specific actions leaders can take to appeal to these motives.

Affiliation Motive
Affiliation is the desire to form and maintain positive relationships with others. People with a strong affiliation motive seek social interactions and enjoy being part of a group.
· Organize regular team-building exercises and social events: These activities foster a sense of community and help employees build positive relationships with their colleagues. · Promote a collaborative work environment: Encourage cooperation and teamwork over individual achievements by setting challenging team goals and celebrating collective accomplishments. · Foster trust and transparency within the team: Establish open communication channels where employees feel comfortable sharing their thoughts and ideas. Regular team meetings, feedback sessions, and an open-door policy can help achieve this. · Recognize and appreciate contributions: Acknowledge and celebrate the efforts and successes of team members to make them feel valued and appreciated. · Encourage mentorship programs and peer-to-peer support groups: These initiatives can help employees form meaningful connections and provide support to one another

Affiliation Motive

Affiliation is the desire to form and maintain positive relationships with others. People with a strong affiliation motive seek social interactions and enjoy being part of a group.

· Organize regular team-building exercises and social events: These activities foster a sense of community and help employees build positive relationships with their colleagues.

· Promote a collaborative work environment: Encourage cooperation and teamwork over individual achievements by setting challenging team goals and celebrating collective accomplishments.

· Foster trust and transparency within the team: Establish open communication channels where employees feel comfortable sharing their thoughts and ideas. Regular team meetings, feedback sessions, and an open-door policy can help achieve this.

· Recognize and appreciate contributions: Acknowledge and celebrate the efforts and successes of team members to make them feel valued and appreciated.

· Encourage mentorship programs and peer-to-peer support groups: These initiatives can help employees form meaningful connections and provide support to one another

Power Motive

This is the drive to influence, control, or have an impact on others. Individuals with a high power motive are often drawn to leadership roles and enjoy having authority.

· Delegate Authority and Responsibility: Give employees with a high power motive the chance to take on leadership roles and make decisions. For example, assign them to lead a project or a team, allowing them to exercise control and influence over the outcomes

· Assign High-Impact Projects: Give employees projects that have a significant impact on the organization

· Create Leadership Development Programs: Implement programs that identify and nurture potential leaders within the organization. Offer training, mentorship, and opportunities for employees to develop their leadership skills and take on more significant roles

· Recognize and Reward Leadership Behaviors: Publicly acknowledge and reward employees who demonstrate strong leadership and influence.

· Involve Employees in Strategic Planning: Include employees with a high power motive in strategic planning sessions and decision-making processes

· Encourage Networking and Relationship Building: Support employees in building their professional networks both within and outside the organization

Purpose
This is the sense of contributing to something larger than oneself
· Communicate a Clear Vision and Mission: Ensure that the company’s vision and mission are clearly defined and communicated. Employees should understand how their work contributes to these overarching goals. Regular meetings and updates can help reinforce this message. · Assign Meaningful Tasks: Give employees tasks that have a direct impact on the company or society. Show them how their work brings about positive change. This can be through projects that promote social responsibility or sustainability. · Celebrate and Recognize Achievements: Celebrate team successes and recognize individual contributions. This can be done through public recognition, awards, or small celebrations. It’s important to show employees that their work is valued and makes a difference. · Involve Employees in Decision-Making: Include employees in decision-making processes, especially for projects that have a significant impact. This gives them a sense of ownership and shows that their opinions and ideas are valued. · Encourage Social Projects and Volunteering: Encourage employees to participate in social projects or volunteer work. This can be through company initiatives or by supporting individual efforts. Such activities can strengthen the sense of purpose and contribution to something larger. · Provide Regular Feedback and Reflection: Offer regular feedback and encourage employees to reflect on their work and its impact. This can be through one-on-one meetings, team discussions, or feedback tools. Reflection helps employees recognize the value of their work. · Mentoring and Coaching: Offer mentoring and coaching programs to help employees achieve their personal and professional goals. A mentor can help reinforce the sense of purpose and the importance of their work.

Purpose

This is the sense of contributing to something larger than oneself

· Communicate a Clear Vision and Mission: Ensure that the company’s vision and mission are clearly defined and communicated. Employees should understand how their work contributes to these overarching goals. Regular meetings and updates can help reinforce this message.

· Assign Meaningful Tasks: Give employees tasks that have a direct impact on the company or society. Show them how their work brings about positive change. This can be through projects that promote social responsibility or sustainability.

· Celebrate and Recognize Achievements: Celebrate team successes and recognize individual contributions. This can be done through public recognition, awards, or small celebrations. It’s important to show employees that their work is valued and makes a difference.

· Involve Employees in Decision-Making: Include employees in decision-making processes, especially for projects that have a significant impact. This gives them a sense of ownership and shows that their opinions and ideas are valued.

· Encourage Social Projects and Volunteering: Encourage employees to participate in social projects or volunteer work. This can be through company initiatives or by supporting individual efforts. Such activities can strengthen the sense of purpose and contribution to something larger.

· Provide Regular Feedback and Reflection: Offer regular feedback and encourage employees to reflect on their work and its impact. This can be through one-on-one meetings, team discussions, or feedback tools. Reflection helps employees recognize the value of their work.

· Mentoring and Coaching: Offer mentoring and coaching programs to help employees achieve their personal and professional goals. A mentor can help reinforce the sense of purpose and the importance of their work.

Achievement Motive

This is the need to excel and achieve success. People with a strong achievement motive set challenging goals for themselves and take pride in their accomplishments.

· Set Challenging but Achievable Goals: Encourage employees to set ambitious yet attainable goals. Provide support and resources to help them achieve these goals.

· Provide Regular Feedback and Recognition: Offer constructive feedback and recognize achievements regularly. Acknowledge both small and large accomplishments to keep employees motivated.

· Create Opportunities for Skill Development: Provide opportunities for employees to develop new skills and advance their careers. Encourage continuous learning and professional growth

· Encourage Autonomy and Ownership: Give employees the autonomy to take ownership of their projects and make decisions

· Foster a Culture of Excellence: Promote a culture that values high performance and excellence

Freedom Motive
This is the desire for independence and autonomy. Individuals with a high freedom motive value their personal freedom and prefer to make their own decisions without external constraints.
· Delegate Decision-Making Authority: Empower employees by giving them the authority to make decisions related to their work. This can involve allowing them to choose how to approach a project, set their own deadlines, or select the tools and methods they prefer to us · Encourage Flexible Work Arrangements: Offer flexible work schedules and remote work options · Minimize Micromanagement: Trust employees to complete their tasks without constant oversight · Create a Culture of Trust: Build a work environment where trust is a core value. Encourage open communication and transparency, and show employees that their opinions and decisions are valued and respected · Provide Opportunities for Self-Directed Learning: Allow employees to pursue professional development opportunities that interest them. This can include attending workshops, taking online courses, or participating in industry conferences. Giving employees the freedom to choose their learning paths can enhance their sense of autonomy · Encourage Innovation and Creativity: Create an environment where employees feel free to experiment and innovate. Encourage them to come up with new ideas and solutions without fear of failure or excessive constraints · Implement a Results-Oriented Work Environment (ROWE): Focus on the outcomes and results of employees’ work rather than the specific processes they use to achieve them.

Freedom Motive

This is the desire for independence and autonomy. Individuals with a high freedom motive value their personal freedom and prefer to make their own decisions without external constraints.

· Delegate Decision-Making Authority: Empower employees by giving them the authority to make decisions related to their work. This can involve allowing them to choose how to approach a project, set their own deadlines, or select the tools and methods they prefer to us

· Encourage Flexible Work Arrangements: Offer flexible work schedules and remote work options

· Minimize Micromanagement: Trust employees to complete their tasks without constant oversight

· Create a Culture of Trust: Build a work environment where trust is a core value. Encourage open communication and transparency, and show employees that their opinions and decisions are valued and respected

· Provide Opportunities for Self-Directed Learning: Allow employees to pursue professional development opportunities that interest them. This can include attending workshops, taking online courses, or participating in industry conferences. Giving employees the freedom to choose their learning paths can enhance their sense of autonomy

· Encourage Innovation and Creativity: Create an environment where employees feel free to experiment and innovate. Encourage them to come up with new ideas and solutions without fear of failure or excessive constraints

· Implement a Results-Oriented Work Environment (ROWE): Focus on the outcomes and results of employees’ work rather than the specific processes they use to achieve them.

Extrinsic Motivation Ideas

Extrinsic motivation involves engaging in an activity to earn a reward or avoid punishment. As the word’s origin indicates, it is driven from the outside. Extrinsic motivation is based on logical arguments: money, rewards, negative consequences etc., a language understood by our brain’s system 2.

While extrinsic motivation can lead to immediate results, it may not sustain long-term engagement and satisfaction. Over time, employees may become accustomed to these rewards and threat of punishment, leading to a sense of obligation rather than genuine engagement.

Below are some types of extrinsic motivations and specific measures you can implement to foster extrinsic motivation:

Type	Motivate through
Recognition and Praise	· Verbal Praise · Certificates · Awards · President’s club · Employee of the month · New title
Career advancement	· Promotions · Training programs · Participation in programs leading to certifications or diplomas · Mentorship roles · Leadership roles · Inclusion in High Potential Programs
Financial	· Salary raises · Perfomance based bonuses · Commissions · Car allowance · Retirement plans · Share options
Perks and benefits	· Extra vacation days · Flexible working hours · Free meals or drinks · Privileges such as assigned parking lots or business class flights · Participation in fitness and wellness programs · Team events
Avoid negative consequences	· Set clear expectations and communicate the consequences of not meeting those expectations · Describe, visualise the consequences of acting or not acting: “if we don’t …. Then …..” · Performance reviews · Feedback · Progressive discipline policies: verbal warning, written warnings etc.

Conclusion

In conclusion, achieving sustainable performance in teams and individuals requires engaging both emotional and rational aspects of motivation. By leveraging intrinsic motivations like affiliation, power, purpose, achievement, and freedom, alongside extrinsic motivations such as recognition, career advancement, and financial incentives, managers can foster a deeply committed and high-performing team.

Call to Action

As a manager, start by understanding the unique motivations of your team members. Implement the strategies discussed to create a supportive and motivating work environment. Encourage open communication, recognize achievements, and provide growth opportunities. Reflect on your current practices, identify areas for improvement, and share your successes with peers. Together, let’s build a workplac

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