Column by Richard Randall
“If you need financial incentives to motivate, then you have the wrong people.”
I came across this piece of wisdom while rereading some works of Jim Collins, author of “Good to Great.” It’s a bold statement, and one worth thinking about. How many leaders can truly say they have the right people, the kind who don’t need financial incentives to stay motivated? What should you want to motivate your people?
One powerful non-financial motivator that often stands out is passion for an organization’s purpose, the drive to do something meaningful. You often see this motivation clearly in the leaders and staff members of nonprofit organizations, especially today.
Because of the ongoing government shutdown and the delayed state budget here in Pennsylvania, we are facing a food crisis. Families don’t have enough money to feed themselves. Food banks are operating in overdrive. Their CEOs are appearing on the news, at Rotary meetings,and anywhere they can find an audience, explaining the situation and asking for help. Employees and volunteers are working overtime to source and distribute food. They are making an extraordinary effort, and none of it is driven by personal financial incentives.
You can find the same kind of motivation in elite military units. These are volunteers who expect to be put in harm’s way. They aren’t highly paid by civilian standards, but they are deeply motivated. They believe in their purpose and in the missions that fulfill it.
A retired SEAL team leader once told me his people were motivated by “doing very important things with great people who they cared about.” That brings us to a second key motivator, the people you work with. Members of elite military teams are driven by loyalty and connection. They don’t want to let their teammates down.
Jim Collins has researched this, but you don’t need to be an academic to see it in action. Military history is full of examples. In World War II, wounded soldiers often went AWOL from hospitals in the rear, sneaking back to the front lines to rejoin their units. They did it for their buddies, not for any bonus or promotion.
I’m not against bonuses or performance-based raises. They’re effective tools for rewarding achievement. But if you want to build a great and lasting organization, the primary motivators must be passion for purpose and a culture that prioritizes teamwork.
Leadership is critical to building that kind of organization. You must define a clear purpose that people can get excited about. If your mission statement is vague, uninspiring, or full of gobbledygook, fix it. Make it clear, make it important, and make it something people want to be part of.
And finally, don’t forget the most important element, the people. Hire, promote and retain individuals who care about your purpose and your team. Help those who don’t to find success somewhere else.
Culture can’t be changed overnight, but it can be changed with focused, persistent leadership.
Richard Randall is founder and president of management consulting firm New Level Advisors in Springettsbury Township, York County. Email him at [email protected].
Executives Insights is a recurring feature from biznewsPA that provides local business executives and leaders a platform for sharing advice and perspective with the business community of Central Pennsylvania. If you are interested in contributing an executive insight, email [email protected].
