The Great Intangible

 

Inspiration is the great intangible that can push teams to greater heights. Can you instill it?

It’s true: money can motivate some people. So can fear. But at the end of the day, if someone does not want to do something, they most likely won't. They most definitely won't do it well.

Every project leader knows the frustration of trying to motivate an underperforming or unwilling team member. But there are ways to cultivate an atmosphere where motivation has a chance to grow, where so-called “lost causes” can find their value. It happens when leaders recognize individuality, be inclusive and build trust.

One of the best ways to motivate people is to include them in decisions. If someone has been excluded from a decision that affects their work, they’re not going to feel that they are a contributing, respected member of the team. Inclusion can inspire a non-engaged team member to get more involved.

Inclusion goes hand in hand with treating each team member as an individual. In project work, people are motivated by different things and at different times. Some people, for example, enjoy making decisions with quick results; they feel most comfortable toward the end of a project when daily decisions bring them nearer the finish line. Others thrive on generating ideas and are happiest at the beginning of a project, when people are brainstorming and defining the work ahead.

The key to keeping people motivated is to accommodate differing work approaches. Look at the goals throughout the project and at the people who are going to be most influential and beneficial. That shifts as you proceed through the project. You don't change the team. You phase on and off people based on what they're driven by.

In order to motivate people, you really have to understand what people want. You've got to offer them something that touches their heart, their passion.

To help people connect with their inner drive, project managers should provide clear expectations, direction in the work, opportunities to perform, open and timely feedback, rewards and ongoing support. They should involve them in preparing plans and in deciding, as a team, what the rewards for their work will be.

Finally, trust-building fuels and sustains motivation. A team works best when its members trust the project manager and each other. Demonstrating trustworthiness means recognizing that people make mistakes and do not deserve punishment when they do. In an environment where people trust their managers and each other, they feel empowered to take initiative in their work.

Spend time with each person on your team. Really listen to their ideas, opinions and concerns. It's also important to respect their commitments to other projects. And even more important to show that you acknowledge their lives outside of work.

Remember, inspiration may be the great intangible. But it requires tangible commitment and action from you.