3.07.2007

How to De-motivate People

A saleswoman with a St. Louis advertising company recently shared this motivational gasp with me during a coaching session.

Her sales director wore a Chicago Cubs T-shirt to the company’s weekly sales team meeting. He opened the meeting by stating, “As you know the Chicago Cubs haven’t won the World Series since 1908. They lost the World Series in 1906, 1910, 1918, 1929, 1932, 1935, 1938, and 1945. The Cubs are a losing ball club because they don’t work together as team. And, you guys aren’t working together either…”

To make matters worse, this incident took place shortly after the St. Louis Cardinals won the 2006 World Series while fans were still relishing their team’s victory.

Perhaps the director was trying to be clever and get his team’s attention, but the salespeople only heard, “We’re losers!” The director got their attention, but lost their respect.

Given everything that has been written about effective management, it’s difficult to imagine that some leaders still employ the old “Carrot and Stick” motivational practice in the 21st Century.

Still, this incident provides some lessons:

First, the saleswoman should gently tell the director that his Cub’s analogy really hurt people and rippled wave of anger and apathy throughout the organization. As a senior staff member, she not only has the clout to speak with her boss, others look to her for leadership as well. If someone like her doesn’t speak up, the director will think his tactics are tolerable, and he will continue to practice intimidation.

Secondly, I suspect an underlying fear is stoking the sales director’s angry and pessimistic demeanor. He is probably under pressure to meet his revenue goals. Rather than wearing his anxiety on his sleeve, the director needs to learn how to positively deal with his stress. He needs to recognize that his ill-temper only spawns fear. His people need leadership, not condescending and concealed threats.

Finally, the director should understand that he doesn’t need to try so hard to motivate his people. The very concept of motivation is internal or self-starting. You can't motivate people. A person must choose to motivate himself. (For example, only I could choose to take initiative with my handicap.) This director’s job is to create the circumstances in which his peoples’ inherit motivation—their intrinsic commitment and initiative—is released and focused on achievable goals. Currently, he is just de-motivating his people.

2 comments:

anne said...

Thanks for breaking this problem down. It's helpful to be reminded that a leader needs to focus on supporting people's motivation.

Ruth Greenwood said...

As I look back over my life as an employee, parent, spouse, friend...I can think of so many times I treasured ONE SENTENCE...one encouraging, enlightening, loving, humorous sentence...

Sometimes that one sentence kept me committed to my work, kept me afloat, made me strive to live up to the high standards of another's vision of who I could be.

You are so right in this blog.

When someone speaks, it's usually only a single line that plays over and over in our heads. While we may remember all of the important details of the talk...our minds can only remember, and replay, one line at a time.

Personally, I am highly susceptible to being motivated...or de-motivated...by what is spoken by the people who matter to me.

Positive, encouraging, excitingly motivating words cost nothing...they are a gift that could be given at every opportunity...and yet we withhold them...in business, in relationship, in community.

We still do not trust that love does not lessen by being given away...it increases.

More blogs, please!