A recent article called “Managing with Brain in Mind” in the Autumn 2009 edition of Strategy+Business provides interesting insight into the social nature of performance. We researched the threat response for our book Axis of Influence and found that the first stop on the road to credibility and likeability is trust, which means dealing with the automatic “am I in danger?” threat response.

Research available since that time shows us that our friends in the fight or flight department of the brain are alive and well and influenced or triggered by more than just safety. Recent research by UCLA’s Naomi Eisenberger and Matthew Lieberman suggests that the same neural responses that drive us toward food or away from predators are triggered by the way we are treated by other people.

Apparently Maslow had it wrong. Maslow in his “hierarchy of needs” suggested that humans satisfy their needs in sequence, starting with physical survival and moving up the ladder toward self-actualization at the top. In this hierarchy, social needs sit in the middle. But many studies now show that the brain equates social needs with survival; for example, being hungry and being ostracized activate similar neural responses.

Being in this threat response state for any length of time is damaging to both individual productivity and organizational performance. It uses up vital oxygen and glucose from the blood making it no longer available to other functions of the brain such as working memory which processes new information and ideas. This impairs analytical thinking, creative insight and problem solving.

The impact of this dynamic is often visible in organizations. For example, an autocratic manager operating in a carrot and stick mentality triggers a threat response in employees and reduces efficiency, creativity and innovation.

So what can managers do to minimize the threat response and enable the reward response? Here are 3 of the 5 things mentioned in the article:

1. Understand “status” stress and look for creative ways to enable status boosts.
As humans, we are constantly assessing how our status compares to others around us. Research by Hidehiko Takahashi in 2009 shows that when people realize that they might compare unfavourably to someone else, the threat response kicks in releasing cortisol and other stress-related hormones.

As a manager, limit stressful comparisons like forced ranking and 360 degree reviews as well as negative “feedback.” Provide praise and opportunities to learn new skills, two critically important status boosters.

2. Be transparent, open and clear about what’s going on.
When a person encounters a familiar situation, his or her brain conserves it’s own energy by shifting into a kind of automatic pilot. The pattern has been established and minimal energy is taken up. The opposite is true when the brain registers ambiguity or confusion. Uncertainty registers as an error, gap or tension and draws energy away from other functions.

Not knowing what will happen next can be debilitating because it requires extra neural energy. This diminishes memory, undermines performance and disengages people from the present.
Leaders and managers can help create a perception of certainty by sharing business plans, rationale for changes, and by breaking large projects into smaller more manageable chunks.

3. Stop micro managing and let people make their own decisions
A perception of reduced autonomy – for example of being micromanaged – can easily generate a threat response. Presenting people with options, or allowing them to organize their own work and set their own hours, provokes a much less stressed response.

Full article here -http://www.strategy-business.com/article/09306?gko=5df7f

Ever wonder what makes some people work really hard while others seem to do as little as possible?  Why some need no prodding at all, yet others must be constantly guided, prodded, and incentivized?  And just how much influence can a manager really have on the motivation of employees?

Understanding motivation is not has difficult as you might think.  And yes, a manager can have a great deal of influence.  So can peers, the work environment and nature of the work itself.  The key is recognizing that motivation is an individual behavior, not an organizational one, and as such the focus must be on the individual.

Each person is different.  Each has different needs, desires, goals and values.  Each has past experiences and psychological baggage that influence their perception of the world and the people around them.  These all influence motivation.

There is no such thing as a “one-size-fits-all” approach to motivation.  What works to motivate John may not work at all to motivate Bob.  Because each person has a different psychological make-up, motivational strategies must be unique and different. 

Values and Motivation

Motivation is tied closely to values.  Values are the qualities, principles and priorities that each of us holds most dear.  Values guide our decisions in life and in work.  They explain why we do what we do.  Values drive and motivate us. 

Some examples of work values include:

¨       Achievement

¨       Autonomy

¨       Comfort

¨       Prosperity / Money

¨       Recognition

¨       Safety

¨       Status

¨       Learning

Categories of Work Values

Work values tend to fall into these three categories:

1. Environmental
2. Social
3. Self

Environmental values are things like comfortable working conditions, a secure position or job, a variety of tasks and fair compensation.  Social values include things like – the opportunity for recognition and advancement, managing people, helping others, or having close social relationships with co-workers.  Examples of Self values are a sense of accomplishment, the opportunity to achieve, learn, grow, be creative, or make decisions autonomously.

Values as Outcomes

Another way to think of values is as outcomes.  What is it that the employee most wants to achieve?  What is their ultimate outcome?  If you know this, then you know how to motivate them. 

In my case, my highest work values or ultimate outcome is freedom, a sense of accomplishment, and continuous learning.  If you want to motivate me, give me a job that will provide me with those outcomes.

How can you use this information to improve motivation?

Here is a step-by-step process for improving motivation.

1.    Recognize individual differences and develop individual strategies. 

The first step in developing individualized strategies is to determine what outcomes each employee values.  In other words, what drives the employee?  Once you determine their values or the outcomes they value, then you can individualize the rewards.  If for example, you determine that I value Recognition, then you can figure out ways to ensure I get the Recognition I need to keep me motivated. 

2.    Match people to jobs that enable them to use their natural strengths and talents. 

When people are properly matched to jobs that provide them with an opportunity to regularly use their natural strengths and talents, they will be naturally motivated.  Think about it  - the things that you do the best are typically the things you love to do.  When you are doing something that you love to do, you don’t  need any external motivation.  Typically you don’t need much in the way of training either.  An added bonus and saving for the organization.   

3.   Determine what kinds of behavior you/the organization want and articulate it clearly. 

We often talk about things like “good performance” but we don’t specifically define what that means or looks like.  We assume everyone knows.  Wrong!  I may be highly motivated, but motivated to do something completely different from what the organization wants or needs.  You can’t blame the employee if you haven’t specifically defined what it is you want.

Describe the goal.  Be specific about how it is to be performed (but without micromanaging).  When possible, provide an example, a sample, or a model. 

4.    Link organizational desired outcomes to individual desired outcomes 

Perhaps the toughest part of the process is syncing up work in the organization – in particular the organization’s desired outcomes with individual desired outcomes.  How do you accomplish what you need to accomplish as a company or organization and at the same time have the employee get what they need?

Although it seems like a daunting task, it’s not as difficult as you might imagine.  If you’ve done a good job hiring people who’s core values match those of the organization, you’re already half way there.  If you’ve done a good job at matching people to work that they are naturally inclined to, then you’re three-quarters there.