Issue link: https://read.dmtmag.com/i/379417
SOLUTIONS 38 • September 8, 2014 • Powersports Business www.PowersportsBusiness.com One of the characteristics of a good manager is the ability to motivate almost any capable employee to perform at a high level. How- ever, as noted in my last column, relatively few businesses have good managers. So how do some folks manage to move the performance needle with a wide vari- ety of people? To better under- stand this, we have to recognize basic truths about most of our managers. For one, few of them have had management training that touches on motiva- tional techniques. Also, most managers have one style of management they use, and they don't adapt that style to different personal- ity types. Finally, many managers focus on a limited range of things to motivate people. These often include money and/or threats of unemployment as incentives. Surprisingly, not everyone is motivated by these two things. Harvard Business School professor Teresa Amabile and psychologist Steven Kramer recently asked hundreds to maintain diaries about their motivation at work. After analyz- ing 12,000 entries, they found employees were motivated and highly productive when they felt they were making daily progress toward a meaningful goal. When they interviewed 600 managers about what they thought was the single-most important moti- vator for employees, 95 percent of them got the answer wrong! If we can't motivate them, we may go through a number of employees until we can find ones who respond to the manager's motivational style and incentives offered. The fact is, many of these underperformers could become overachievers, if they were managed correctly. The solution comes in three parts: 1) Pro- vide incentives to motivate that particular individual; 2) Set meaningful, short-term goals, and celebrate successes; 3) Learn to manage people the way they want to be managed. 1. MOTIVATIONAL FACTORS I did a column a while back that discussed techniques for uncovering what motivates each employee. It is a fact that money is not the top motivator for most people. You can ask them what their top three motivators are, or you can supply a list of motivational fac- tors, such as: Having job security Receiving special recognition Making good money Family situations/needs Having an opportunity for career growth Possessing a job that keeps me interested Knowing that I'm doing a good job … feel- ing self-worth Ask them to choose their top three motivators. Develop rewards or incentives that drive their motivational factors. Be sure to redo this exer- cise periodically. 2. MEANINGFUL, REALISTIC GOALS Setting realistic, short-term goals is an effec- tive technique for driving response. When combined with rewards based on motivational factors, this can be powerful for stimulating performance. Make these meaningful goals and make the effort to celebrate their successes. What is a "meaningful" goal? Think about what kind of goal will be important to them and create better productivity for the dealership. Provide them with a few options to see which resonate with them. I recommend you follow the S.M.A.R.T. method of goal development: Specific (e.g., "Increase sales by XX percent") Measureable (You can't manage what you can't measure.) Action-driven (What actions will drive the improvement?) Realistic (If it is not achievable, you're wast- ing everyone's time.) Time-bound (By what date are you going to hit this goal?) 3. ADAPTING MANAGEMENT STYLE Managing people the way they want to be managed is a novel concept, but it's no differ- ent than selling to people the way they want to be sold. There are four primary management styles, and they each have their place. There isn't room to discuss these, but there is plenty of information about management styles on the web (or in one of our classes). There are also four primary behavioral (or personality) styles. It is important to recog- nize the dominant style for each of employee, so you can adapt your management style to one that will achieve the best results from each person. Amiable: This friendly, talkative, family- oriented person generally appreciates team management, specific guidance and direction. Analytical: This detail- and task-oriented person requires specific explanations of what is desired. If you can't explain the "why" and how they fit into the big picture, they will often not perform well. Driver: This bottom-line-first, no-small- talk person generally wants to get after it right away. Strong leadership is essential, or you will get run over. Expressive: This outgoing, over-the-top person wants to stand out and needs compli- ments. Find a way for them to be recognized in front of their peers, and they may be one of your best performers. PSB Steve Jones is senior projects manager at Gart Sutton & Associates. He has worked in the power- sports industry for more than 30 years, for dealer- ships and manufacturers, and as a consultant and trainer. Contact him at steve@gartsutton.com. Increasing productivity by improving motivation skills RETAIL REMEDIES STEVE JONES