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Motivating people


KEEPING YOUR TEAM MOTIVATED WHEN THE COMPANY IS STRUGGLING

Don’t pretend you have all the answers. Do be prepared to deal with the messy
emotions people may be experiencing.
by
 * Ron Carucci

by
 * Ron Carucci

August 17, 2022
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Summary.    Leading through tough times — layoffs, budget cuts, ongoing
troubling events — is the hallmark of great leadership. Doing it well is often
counterintuitive. Rather than reaching for a pep talk, a team-building event, or
a nice dinner (all of which have a time and place),...more
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It’s not surprising to learn that employee motivation is flagging these days.
Fear of a slowing economy has layoffs up 39% in the second quarter of 2022,
bringing the year’s total to more than 133,000. On top of that, the great
resignation continues to lead employees to exit toxic workplaces characterized
by uncaring leaders and poor advancement opportunities. Rising inflation has
increased prices at supermarkets and gas stations. Combined with an increasingly
polarizing political landscape and ongoing, troubling global events, you have
the perfect motivation-draining cocktail.

Leaders are noticing the sense of gloom and angst on their teams and wondering
what they can do to curb the demoralization. Many reflexively reach for words
intended to reenergize and inspire, but that often backfires. Statements like,
“Let’s focus on the positives” or “Sure our budget was badly cut, but let’s be
grateful we still have our jobs” may be well intended but only add insult to
injury.

If your team is showing signs of lost motivation, there are helpful steps you
can take to help them rediscover it. But it’s important that you start with an
accurate assessment of what is actually happening. First, understand that
motivate isn’t a verb. It’s a choice. It’s not something you can do to or for
others.

What you can do is create the conditions in which those you lead choose to be as
motivated as circumstances will allow. Keep in mind: There’s no
one-size-fits-all approach to this. Members of your team may be struggling with
different feelings and challenges. As one client recently vented to me, “I have
one who says she’s burned out, another disappointed and angry the budget cuts
sunset her top project, and still another dealing with the fact that his brother
was laid off from another department. Am I supposed to be everyone’s therapist
now?”

Human motivation is complicated. A person’s motivation is a complex set of
emotions, including excitement, joy, desire, passion, and hope. And those
emotions are derived from a set of skills and traits, including resilience,
optimism, self-confidence, and ambition. When motivation flags, those emotions
and traits aren’t gone, but they get covered up or substituted. Emotions like
fear, anger, anxiety, sadness, even a sense of futility and self-doubt crowd out
motivating factors. Your job is to find out what might be at the root of an
employee’s lost motivation and help them make the necessary choices to
rediscover theirs over time. Here are some ways to begin.


WHEN YOU’RE DELIVERING BAD NEWS AND MAKING TOUGH CALLS

No leader relishes being the messenger of disappointing news. To soothe the
intense discomfort, many become overly self-involved, taking their eyes off of
the very people they should be caring for. When there are difficult things to
say, here are some things to keep in mind.


DON’T SUGARCOAT.

It’s natural to want to soften the blow when you know decisions will elicit
painful reactions. But that usually causes more pain. Offering false
reassurances that things will be okay or pointing out the bright side
invalidates the grief and fear people may be feeling.

Allowing people to show their emotions legitimizes and honors their experience.
Even if people express emotions you don’t share, listen with empathy and resist
saying anything that risks minimizing what they’re expressing.


DON’T DEFEND YOURSELF.

Having to make hard decisions is part of your job. When people express
understandable disappointment or resentment to budget cuts, layoffs, or other
difficult news, you have to take it graciously. That doesn’t mean you have to
tolerate hostile disrespect or offensive behavior, but you do have to bear the
brunt.

Defending your decision feels dismissive of their emotions. Never play the
victim with statements like, “You have no idea how hard this was.” That will
lead people to withdraw trust and become even more demotivated.


DEAL WITH SURVIVOR GUILT AFTER LAYOFFS.

If you’ve had to lay people off, those that remain may well be dealing with
survivor guilt. Others may feel a darker sense of envy of those who got to
leave.

Here again, allow people to feel their wide range of emotions safely and
honestly. Many will try to hide their emotions from you, feigning positivity to
avoid “being next.” Communicate consistently and transparently to make it safe
for others to be honest about how they’re feeling.


WHEN POSSIBLE, INVITE YOUR TEAM INTO HARD DECISIONS.

If you’re facing cost cuts or severe economic headwinds, let your team into the
conversation and engage them in identifying ways to make the hard decisions.
I’ve seen this done multiple times, and the team is always harder on themselves
then you might ever be, but they almost always find creative ways to save jobs
while hitting cost targets — surfacing opportunities that you likely don’t have
visibility into.


SHOWING CARE AND APPRECIATION TO STRUGGLING EMPLOYEES

Many leaders become exasperated trying to figure out meaningful ways to let
their teams know they genuinely care. Too many overreach for token perks that
feel more like “checking the box” than sincere regard. But what people actually
need is usually much simpler, and more practical. Here’s what you can do.


HELP THEM REPRIORITIZE WORK.

One of the greatest signs of care you can show is helping team members
reprioritize work when capacity has been cut. The “do more with less” paradigm
is one of the many drivers behind millions quitting their jobs due to burnout.

You simply need to accept that less capacity will mean less output, and you need
to help your team members figure out what work is no longer required. If you
expect the same output from fewer people or financial resources, you’ll look out
of touch and guarantee that you’ll get lower quality on everything. Allow your
team to make informed recommendations of what work to pause or cut.


STAY AVAILABLE.

Your own guilt or resentment for having to make tough calls may lead you to
instinctively withdraw from your team, assuming they blame you or now see you as
the enemy. But distancing yourself will only reinforce their fears and
bitterness. This is the time to move closer and let them know you genuinely care
about them.

Check in regularly and ask how they’re doing and if there’s anything you can do
to be supportive. Don’t be surprised if they’re cold or guarded at first —
that’s to be expected. Be persistent and let them know you’re available to talk,
listen, and share your perspective if and when they would like.

Should they choose to open up, listen attentively and empathically, using
questions to draw them out. Rather than offering answers, use inquiry to help
them explore choices they might consider to help things improve. If they ask for
specific help from you, be clear on what you are — and aren’t — able to do.


SHOW APPRECIATION FOR SACRIFICE AND PERSEVERANCE.

Let people know that you understand the toll their work has taken on them and
that you appreciate their forbearance in the face of tough conditions. Be
specific about the positive impact their efforts have had on the team’s
performance, and when appropriate, make the appreciation public.

When people are fatigued and emotionally drained, they can easily feel isolated
and unappreciated. Taking the time to acknowledge those who’ve gone extra miles
is especially important so they don’t feel taken for granted. When feasible,
encourage fatigued team members to take some time away from work to rejuvenate.


FOSTER COMMUNITY.

Difficult emotions are less debilitating when shared with others. Fear, anxiety,
and bitterness instinctively prompt people to withdraw. Bring your team together
for open dialogue about what’s happening and how people are feeling. It doesn’t
have to devolve into a griping session or feel like a support group. Facilitate
open conversation about the challenges the team is facing and how and where
people are struggling.

By hearing one another’s shared challenges and feelings, people feel less alone
and more apt to proactively support one another. When people remember there are
others they can rely on, it generates a sense of hope and optimism.


SETTING THE EXAMPLE

Managing yourself during tough times is probably the most important thing you
can do. When people’s nerves are frayed, they become less tolerant of “say-do”
gaps. Any hint of hypocrisy risks turning your people from demotivated to
infuriated. Pay extra attention to all the cues others may be taking from how
you’re enduring the turbulence. Here’s how you can do that.


MANAGE YOUR EMOTIONS PRODUCTIVELY.

You can’t mask the toll that weathering tough conditions has had on you. You
have to balance being vulnerable to let them see your humanity without dumping
on them or making them worry about your capacity to lead.

It’s okay to admit you’re feeling angst or sadness and to share productive ways
you’ve worked through those emotions. By modeling that it’s safe to acknowledge
hard feelings, you make it safe for others to do the same and create a
collective sense of community and support.


MODEL SELF-CARE.

We all know the importance of exercise, rest, eating healthy, and good mental
health hygiene, but during times of intensified stress, when it’s more important
than ever, we tend to cut corners on self-care.

If your team sees you taking care of yourself, it makes them more likely to
follow suit. Many may fear that you could interpret prioritizing personal health
and resilience as being uncommitted in the face of challenging times. Worse,
your forfeiture of self-care may signal that you expect the same from them.


DEMONSTRATE RESILIENCE.

Dealing with uncertainty often generates unanswerable questions. People
naturally want to impose certainty where it doesn’t exist. By showing others how
you maintain perspective when leaning into the unknown, you can help them
discover their own resilience. They will naturally assume you know and control
more than you do. Talk openly about how you’re dealing with the unknown, and how
you have distinguished what you can control from what you can’t.


. . .

Leading through tough times is the hallmark of great leadership. Doing it well
is often counterintuitive. Rather than reaching for a pep talk, a team-building
event, or a nice dinner (all of which have a time and place), step back and
consider the deeper, messier emotional experiences that lie beneath the tough
times. More than anything, those you lead need to feel understood, validated,
and supported. Give them that, and they can find their way back to choosing
higher levels of motivation.

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Read more on Motivating people or related topics Leadership and managing people,
Difficult conversations and Downsizing
 * Ron Carucci is co-founder and managing partner at Navalent, working with CEOs
   and executives pursuing transformational change. He is the bestselling author
   of eight books, including To Be Honest and Rising to Power. Connect with him
   on Linked In at RonCarucci, and download his free “How Honest is My Team?”
   assessment.

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