How do I motivate my employees? #1

 

This is one of the questions I get asked many times. Let's do a series to explore this topic. In the context of the workplace, the elephant in the room is compensation. All of us work for money. Don't believe anyone who tells you money doesn't motivate employees. It does. Just that it is not the only thing, and often it is not the most important thing. 

Money is several things at once. Money is survival. If we don't pay enough that our employees worry about making ends meet, they will not be able to focus. Money is fairness. If they are paid the same as a low-performing colleague, they will not be motivated to do well. Money is recognition and appreciation. A good boss gives praise for good work done, and also wants to give you tangible rewards. 

Money is a sanitary factor. If you don't pay enough, your employees will not be happy. If you pay enough, paying more does not increase employee satisfaction significantly. Once they are in a financially stable position, they look for more than money. As leaders we must think about what money means to our people. Money is not just money. 

Do you lead with fear?

 

Some leaders think they should lead with fear. They want their employees to fear them somewhat, because that's the most effective way to get things done. Some leaders who do lead with fear deny it even to themselves. They cannot bear to think of themselves as a bad boss that employees fear. They think of their employees as unconfident, incompetent and passive. 

Fear is a poor motivator. It motivates people only to avoid mistakes. It teaches people to avoid responsibility and accountability, because the less of these that you have, the smaller the chances of getting blamed. People who operate under fear are not creative or innovative. They do not dare to escalate issues they see for fear of getting penalised. They just want to stay out of trouble. 

I have observed one situation of an employee delaying telling their boss problems and waiting until there are several before escalating them all at one go. By then it is already rather late to address some of these problems. The rationale is if I'm going to get scolded by the boss, I'd rather just get scolded once for several things, instead of getting scolded several times separately. This sounds absurd, but this is very real. 

Motivate employees by pride in their work, by the drive to provide for their families, or by a sense of belonging. Don't motivate by fear. 

Master negotiator tip #8

 

In cross-cultural negotiations, focus on the person, not the culture. 

When we need to negotiate with a person from a different country, or industry, or background, we tend to be alert about the differences in culture, especially when we are not familiar with our counterpart's culture. It is a natural instinct and the intention is good. However we have to be careful not to make the wrong assumptions, read signals incorrectly, or to lose perspective because we incorrectly think that's what our counterpart's culture is like and we should accept it. 

One European company negotiating with an Asian company for the first time was surprised at how demanding their counterpart was. The Asian company told them that was the norm when conducting business in Asia, and they accepted that. Only later, after a lopsided deal had been signed, they learned that it was not true. 

Don't assume a person will be brash and aggressive in negotiations because of their nationality. Similarly don't assume a person will be reserved and rigid. Knowing the culture can be an initial guide, but it is more important to get to know the person, and to learn how best to work with them at a personal level. 

Master negotiator tip #7

 

Know your counterpart's intention. 

Is he here to take, or is he here to truly negotiate a give-and-take? Everyone wants a positive outcome from a negotiation, but not all negotiations will work out. If you identify early that your counterpart is manipulative and wants to take advantage of the situation, you may need to be prepared to walk away, or you must show your strong grasp of the situation and that you will not be easily forced into a bad deal. 

When you understand your opponent's intention, you will know how to better negotiate, and when to stop wasting time.

Master negotiator tip #6

 

Look beyond what you are negotiating. 

If both parties fixate on the price, and neither are willing to concede, the negotiation goes nowhere. You need to explore what else you can ask for from your counterpart which is also important to you, or what else you can offer which is important to them. 

When teaching negotiation skills, I give my students this negotiation scenario for discussion. A ship has been captured by pirates, and the pirates are asking the shipping company for a ransom. If you are the negotiator of the shipping company, what else other than the ransom can you offer which will influence the kidnappers to be more cooperative? What will you ask for in return? 

1. The kidnappers are certainly worried that when you hand over the money there is an ambush with SWAT teams waiting for them. If you can find a way that is safe for them, they will be listening. 
2. You want to make sure the hostages are unharmed. 
3. You want to ask that the kidnappers do not just rob another one of your ships next month. 

When you can look beyond the initial scope, you may find that your counterpart is willing to concede after all, or even you are willing to concede, because you can get something else also important to you. 

Master negotiator tip #5

 

Name it to tame it - address the emotions. 

This will sound like a rather "Western" thing. In Asian culture, people usually don't talk about emotions. Certainly we don't consider it in business or work related negotiations. So this feels awkward to us. 

Explicitly addressing an emotion can be an important step in preventing a negotiation from being derailed by impulse and ego. 

"I sense you are frustrated when I ask that you provide ROI projections."  Stating this makes your counterpart realise he doesn't need to get frustrated, or it allows him to express why he is frustrated, so that you can better understand his concerns. 

"When I suggest this alternative, you reject it immediately before I explain the details. I feel disappointed and it seems to me you are not willing to hear my perspective."  Stating this helps your counterpart see from your angle and empathise with your position. At the same time it anchors you to stay calm. 

Naming the emotion resets and centres the negotiation to working out a win-win. 

Master negotiator tip #4

 

Ask open questions. 

Don't be fixated on the parts you get stuck on, else you cannot move forward. Ask open questions so that you can discover more about what is important to your counterpart. Open questions invite your counterpart to share information and views which you otherwise might not know. From there maybe there is something else you can offer. An HR Manager looking to retain talent may ask, "What would it take for you to reconsider staying with us?" 

Don't ask "why" questions, because they are often interpreted as challenges or judgement. Ask "what" and "how" questions. "How can I structure this deal so that it makes more sense to you?"