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Summary

I “Can I motivate other people?” looks like a good question, but it
I is the wrong question. Two things are essential. You need to be
I sure that you understand what actually motivates your people
I and to use that knowledge to create an environment in which
I they will be motivated, regardless of where that motivation may
I come from, and in so doing, you need to ensure that as much as
I possible of what demotivates is swept away.

mini case study

The know-it-all

When I was bright-eyed, bushy-tailed and thought that I knew it all I was an area
marketing manager with an automotive dealer on my patch with a parts and
accessories department that was a disgrace to the good name of General Motors.

Bins had an amazing variety of different parts thrust into them. Major items were
strewn on the floor where it was almost impossible for anyone other than the
extremely agile to avoid falling over them. There may have been a place for everything,
but nothing seemed to be in its appointed place. The department was far too small for
the business that it was doing. In short it was a disgrace and I, the great Pooh Bah of a
GM District Manager no less, had no intention of putting up with it. In spite of the
difficulties under which they were forced to work the team was cheerful, helpful,
efficient and led the whole of the Region in terms of profitable sales. I decided that
they deserved better. I argued, cajoled, threatened and finally had my way.

A brand new, wonderfully equipped Parts Department was built. No less a person
than the chairman of GM conducted the opening celebration. It would be an
exaggeration to suggest that there was dancing in the streets, but there was a
celebratory lunch at which all of the major customers, suppliers and other dealers were
represented and expressed their admiration for what we had achieved. It was one heck
of a feather in my cap, or so I thought. During lunch the chairman and I had the kind
of conversation that makes a young ambitious executive feel that his career is taking
off. He did, however, make one small remark that I didn’t understand. “I’m sure that
you have a plan to re-motivate the team.” Of course I decided at once that the
chairman was an idiot. Could he not see that the team were delighted and excited by
the toys that I had given to them to play with? Why they didn’t even need to walk to
the storage bins any more. The bins were on a track and came to them. Their
motivation would obviously climb to undreamed of heights.

To my amazement the next time that I visited the dealer sales of parts and
accessories were falling fast, the team was relatively morose and no-one was whistling
as they worked. Some key team members were even muttering about looking for
different jobs elsewhere. The enthusiasm had been drained from everybody as if
someone had turned on a tap. I had to find out why they were so damnably
unappreciative of what I had done for them. It wasn’t easy to get them to talk to me,
but in the end the reason emerged.

56 Key management questions