Brian is the Vice President of engineering for a high-growth startup with 800 employees. His company pays way above the market average but they hold an “earn your seat” mentality when it comes to the work.
The challenge that he is facing is that his team will follow instructions and do everything they are asked to do, but won’t move the ball forward. They are always waiting for him to tell them what to do, rather than aspiring to set goals to impact the company on their own.
He would like for his team to better understand the company’s vision, both because it develops them and because most of his direct reports are interested in the compensation that comes with transitioning from a senior engineer to a staff engineer (the highest level software engineer at this company with almost a $200,000 increase per year).
Some of his direct reports want parity promotions, meaning that because they have been at the company for longer than others (which for everyone is less than a year), they deserve to get promoted.
The promotion process at his company is also really convoluted. Essentially, to get promoted, a manager has to sponsor the direct report with a 10-page overview as to why the direct report deserves the promotion.
It has gotten to the point where Brian will actually recommend his direct reports leave the company for the role they want (at a different company) for 6 months and then come back and interview for the role they wanted in the first place because it’s very difficult and time-consuming to move up in the workplace. This contributes to the job-oriented
mentality that incentivizes employees to only do the bare minimum to get their paycheck.
The well-above-market pay paired with the “earn your seat” mantra incentivizes people to sabotage each other, do the minimum work that doesn’t get them fired, and leave the company if they want to get to the next level.
The group suggested that Brian chat with his leadership team to discuss his thoughts because if things don’t change, they could have a bunch of people that are only there for the money and aren’t focused on the vision of the organization.
How does company culture impact employee motivation?
Employee motivation is the fuel that propels the organization forward. When motivation levels are high, there is growth; when it’s down, the momentum stalls.
So, what motivates your employees?
There are various reasons and needs that motivate employees. And your company culture has to address these reasons and needs to foster employee motivation and engagement
Before we get into this any further, let’s start with the basics. Why do people work?
● Purpose – They want to contribute to the company’s success.
● Potential – They want to benefit in the long run in terms of promotions, salary hikes, or greater responsibilities.
● Play – They enjoy their daily work as it ignites passion and curiosity in them.
● Economic Pressure – The financial factors motivate them, such as a desire to earn more or fear of losing their source of income.
● Inertia – They work because they have to; they have no goals or reasons to work.
If you notice, the first 3 reasons are positive, and the rest are negative. Employees with positive reasons to work tend to be productive and engaged at work.
Companies with growth-oriented cultures encourage these positive reasons and build a culture around it.
How you can incentivize your employees to care about more than just salary
Although Brian is part of a fast-growing startup, 8x growth in employee headcount within their first year, his desire for employees to care more is actually a quite common question that we hear from leaders of all company sizes; how do you make people care?
It’s a more common problem than we’d all like to believe. It happens in every industry and workplace. This problem affects all of us.
Unfortunately, you can’t make people care. But, you can provide all of the right elements that inspire them to choose to care about your business, your team, and their job. Here are four strategies for successful leaders that can skyrocket the results of your employees.
1. Share your care with your employees.
As simple as it sounds, many leaders, even when they do care about their people, aren’t always very good at sharing that appreciation. Your employees won’t care about your company or your goals unless you care about them and their goals first.
Learn, practice, and get good at recognizing your employees
because appreciation is the number one thing that managers can do to inspire their teams to produce great work.
2. Cheer for effort, because it deserves it.
As we travel and speak to organizations, we often find that many managers are confused by the difference between appreciation and incentives. Incentives can be seen as a transaction; if you accomplish “a-b-c”, then you receive “x-y-z.”
Oftentimes incentives are presented before a project or assignment.
Appreciation, on the other hand, isn’t solely focused on the outcome. Instead, it’s an acknowledgment of a person’s intention, hard work, and their results. When efforts and results are recognized, employees report:
a) increased confidence in their skills,
b) an understanding that they are on track and in good standing with their manager, and
c) it creates an improved relationship with their leader.
3. Be crystal clear about what you value.
Telling your employees that you expect the best from them doesn’t actually mean much to them because they don’t understand what that means to you. Employees want to know exactly what they value and appreciate.
4. Show them how they can make a difference
Most people don’t apply for jobs and assume they’ll be mediocre at best. They apply for jobs at companies where they believe their skills and experiences will make an impact; where their thinking and effort will make a profound difference.
Still, we’ve spoken with many struggling managers who can’t understand why a certain employee isn’t satisfied by simply becoming the mirrored version of a job description.
When employees are not shown that they have the capability to utilize their skills to make a difference, they may get in the habit of doing the same thing every day, without the incentive to do more.
Encourage your employees right off the bat and throughout their time at your company to do the most that they can do, to benefit themselves and the company. AIM Insights
can help you with suggested encouragement and questions you can ask your team to help convey this message.
While it may seem frustrating that you can’t force your employees to care about your company, your goals, your customers, your teams, or even their own jobs, you have the ability to give them reasons to care.
And, in our experience, when your employees care about more than just their salary, they’ll achieve at a level that surpasses anything you could have ever imagined.