Lenka, that's a good question and same what I am trying to find what companies benefits and gain by demotivating the working force which apparently taking little perks here and there but the damage to the moral and loosing more on the long run, so taking away benefits from employees and reduce other benefits would save little apparently but then the outcome of employees would not be the same, it is very hard for us as PM to manage the team and get work done in time but when the company start to loose good employees it would be very hard to re build the powerful skilled team, however it looks like no one care few decisions taken by few top people away from floor and not aware what takes to make smooth tasks execution.
Here no matter how powerful the PM and good motivator but if the company takes away and takes and takes then the PM become helpless to control the turnover rate. Saving Changes...
Failure to listen to the input of the team will do it pretty quickly. I've had the misfortune to watch a leadership change which turned one of the highest performing teams I've ever seen into a bunch of people just going through the motions when a know-it-all dictator took over.
That is a very quick way for people to stop taking any ownership in what they do. When you empower people, they take take responsibility for their work and ownership of success or failure. When a dictator comes in and insists that everyone do it "their way" regardless of the circumstances and history, people often become quite willing to watch "their way" fail out of spite as they have no ownership of the outcome. Saving Changes...
Keith, that's right it is also one of the way to demotivate the team, thanks for sharing Saving Changes...
Ahmed MahfouzProject Manager| TabreedAbu Dhabi, United Arab Emirates
Over expecting team performance would make leader or team supervisor feel un satisfied with team results and would lead to continious blaming , negatice feedbacks or even decrease rate of thanking and recongnition and that will reflect demotivating the team.
So leader should monitor team performance before estimating their outputs and whatever some goals were not acheieved as needed.
Also when a leader come to judge his team or give them a feedback or sharing results , he has to start with thank you statement and raising the postive points first (as an apitizer) then stating the negative one and to end with an enxourage statement for upcoming milestone to earn team engagement and to mitigate risk of demotivating.
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1 reply by Riyadh Salih
Dec 11, 2018 9:32 PM
Riyadh Salih
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Ahmed, thanks for your comment.
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Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Oh my word, where do we start? Demotivating people is 1000 times easier than motivating them. As humans we love hearing how great we are and 100 than you's will move you 1 inch forward. But even the slightest criticism typically have us sulk and come to a stand still.
Most people thrive when they have ownership of what they do, take that ownership away and you take away any motivation. Bad leaders tend to struggle with the concept of those 'under' them having any sort of say and therefore they like to tell them what to do.
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1 reply by Riyadh Salih
Dec 11, 2018 9:33 PM
Riyadh Salih
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Anton, yes you are absolutely right and thanks for your contribution
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RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
This is interesting topic for discussion.
consequences of De-motivating the team and how to address them is ... challenge (self imposed).
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1 reply by Riyadh Salih
Dec 11, 2018 9:35 PM
Riyadh Salih
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Rajesh, yes this can impact very negatively on the company long growth but they don't seem to realize this when they do damages to the moral
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Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
I'll draw on Mr. Pink and Mr. Lencioni's work and say that demotivation can stem from:
- Reducing autonomy - e.g. micromanagement
- Eliminating opportunities for mastery - e.g. not encouraging focus
- Ignoring purpose - e.g. not attempting to tie the project's objectives to the individual's goals
- Encouraging irrelevance - e.g. having team members work on low/no value work
- A culture of anonymity - e.g. you are just a number
- Immeasurement - e.g. no way to know if you are making a difference or not
Any subset of the above is likely to reduce individual motivation.
Kiron
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2 replies by Anish Abraham and Dinah Young
Dec 11, 2018 10:02 AM
Dinah Young
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That pretty much covers it all.
Dec 14, 2018 12:42 PM
Anish Abraham
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Good one, Kiron and I agree with you on this.
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Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
Dec 11, 2018 7:58 AM
Replying to Kiron Bondale
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I'll draw on Mr. Pink and Mr. Lencioni's work and say that demotivation can stem from:
- Reducing autonomy - e.g. micromanagement
- Eliminating opportunities for mastery - e.g. not encouraging focus
- Ignoring purpose - e.g. not attempting to tie the project's objectives to the individual's goals
- Encouraging irrelevance - e.g. having team members work on low/no value work
- A culture of anonymity - e.g. you are just a number
- Immeasurement - e.g. no way to know if you are making a difference or not
Any subset of the above is likely to reduce individual motivation.
