Contribution Motivation

Four weeks ago, I was meeting with a prospective client for the very first time, a large international manufacturing company. The receptionist warmly greeted me by introducing herself, welcoming me to her company, and extending her hand professionally. That's the first time in my entire life that a receptionist shook hands with me, and I loved it. In a single moment, I learned four things about this multi-national corporation:

1. This receptionist took ownership of her space by welcoming me to it. This demonstrated personal accountability and pride in the workplace.

2. She understood her role as both the 'director of first impressions' and the 'final memory-maker' of the company. That means that she either came up with this protocol on her own or someone trained her on it.
If she herself developed this protocol of greeting visitors, then that means that the manager who hired her figured out how important it is to put people who take initiative in this highly visible role. They choose not to settle when they hired her.

3. Or, if she was trained on this protocol, then that means this is a company that places a priority on training. If they train the receptionist on how to greet visitors, then they probably have strong training in place in larger functions. If you excel in the little things, then you'll excel in the major areas.

4. Someone up the food chain probably told her why her job matters, and that matters significantly. She knows that her job is important and helps the company reach its objectives.

People need to know that their work matters. Think about it. We spend more time with our co-workers than we do our loved ones, and employees need to know the direct contribution that is made to the company through their work. Can you imagine spending your entire career doing something that makes no difference? More than anything, people want to be fulfilled. I have personally engaged over 16,000 executives in conversations about leadership, loyalty, and career issues, and one of the highest motivators of employees is knowing that what they do all day counts for something.

Next time you hire a new employee, tell him or her not just what your expectations are, but how their work impacts the organization. Be specific. Show the big picture. Draw out the organizational chart for his department and show how his contribution affects the team, and how the team affects the company's direction. Do you want your employees to perform with their heart and soul? Then you need to reach them in the area of the heart and soul so that in times of a crunch, they can put for the extra efforts that’s required. In the case of my new client, the receptionist was creating a strong positive image of the company with a prospective business partner.

Here are three action steps for you to take. Try them and see how much more motivated your employees become:

1. During your next performance review, be specific about the contribution your employee made in the overall direction of the company. Even if it's a clerk or an intern, show why his or her job matters.

2. Ask if there is anything you can do to help your employee do his or her job better. People really want to make a contribution, but first they must know what that contribution is. Once they know, then they are open to seeing their role in different ways and will be open to your leadership in helping them perform better.

3. Ask yourself the following question: What are the ways that I can serve my staff and help them perform better? Journal about this question in the next two days. See what sort of ideas you come up with.

Remember that each employee counts and makes a difference. And when they know this specifically, you will see a marked difference in their performance.

Scott Love shows managers and sales people how to manage their risk and win the game of business. He is a professional speaker and can be reached at 828-225-7700 or on his website at www.nolimitachievement.com