NNFA Northwest Region

by Carolee Colter

    Former professional quarterback and now management consultant Fran Tarkenton, once wrote, "There are three basic elements in the employee's environment that the manager can change to improve performance: 1) the example that the manager provides, 2) the direction provided to the employee, and 3) the consequences that follow the performance." Employees bring with them a certain degree of self-motivation, but as a manager you can work with these three elements to inspire your people to their best performance.

    Setting a positive example means living up to the same standards you set for the people who work for you. This means coming to work at an expected time, not drifting in and out of the store without warning. It means using your time as productively as you would like them to use theirs. Above all, it means treating customers helpfully and respectfully. Don't underestimate the subtle, even unconscious, effects of your behavior. If you moan and groan when you have to cover the register in a pinch, or talk cynically about the customers behind their backs, or brush off a customer on the floor when you're in a hurry, how can you effectively motivate workers to make customer service their priority?

    While essential, setting a good example is not enough. Your staff also need to know where the business is headed, what you are trying to accomplish, and where they fit in. People like to feel that they are part of a dynamic organization moving toward consciously chosen goals. In recruiting, interviewing and orienting new workers, your store's purpose must be constantly affirmed so that working there is not seen as "just a job," but a commitment to certain values.

    In addition to articulating company goals, you also provide direction when you prioritize projects and daily tasks, and establish standards and goals for groups and individuals. Performance evaluations can be a great opportunity to set individual goals. Research results demonstrate fairly conclusively that performance improves significantly when an employee has specific goals, and it improves even more when s/he participates in setting those goals.

    Of the three elements of motivation, providing consequences is probably the most powerful and the most misunderstood. Often supervisors assume that if they can't afford to give out raises (or have no personal control over raise decisions) they can't bring about meaningful consequences for excellent work. Limited resources need not keep you from giving positive reinforcement for what employees do well and specific feedback to improve their performance. People are not motivated by material rewards alone. You can give intangible but highly valued rewards by letting people know what you appreciate in their work, giving them public recognition, asking for their opinions, and listening attentively to their ideas.

Some situations that call for positive reinforcement are:

    You may feel that problem workers would take any recognition of improvement as a signal that you'll settle for inadequate increases in quality of work. On the contrary, results of behavioral research show that, when praised, people try harder and marginal performers will continue to improve.

    To be an effective motivator, your praise has to be specific, personalized, timely, and sincere. Focus on single actions, recent events and contributions of real value to your store. Don't wait for formal performance evaluations and don't give out "marshmallows" (all sugar and no protein), generalized statements without reference to specific behavior. For example, instead of saying, "You do a good job," try something like, "I can always tell when you've been working, because the aisles are fully stocked and faced, the bulk area is neat as a pin, and there's no cardboard lying around." The odds are, after that kind of recognition you'll get more of the same.

    Constructive critical feedback is another consequence that management can provide, and workers need it, sometimes even crave it. The guidelines for criticism are the same as for praise. Be specific, be timely and relate the desired improvement to the needs of the store. Continual informal coaching with both praise and constructive criticism takes some of the fear and intensity out of periodic performance evaluations.

    In cases of repeated violations of agreements, chronic failure to perform up to standards and acts of misconduct like theft, harassment or insubordination, you have the duty to document the problem, issue warnings, put people on probation and, if necessary, fire them. It is important for other staff to see that negative consequences will inevitably follow upon unsatisfactory performance, not only as a cautionary example, but also to reassure them that there is justice in your company. Management tolerance of poor work and even misconduct is de-motivating to other employees in the extreme.

    But punishment in such cases, while necessary, does not in itself motivate good work. All it does is get someone to stop doing something you don't want. Helping the employee to replace the undesirable behavior with something better takes coaching on your part, and positive reinforcement for his or her attempts at improvement.

    A reward that sometimes gets overlooked is advanced training for loyal or high-performing employees to increase their skills. The chance to attend trade shows, supplier seminars or business classes offered through local colleges is greatly appreciated by employees who want to make their future in the natural products industry. Don't just passively wait for staff to come to you with a request. Actively look for and suggest training opportunities for the staff you most want to develop and retain.

    Furthermore, cross training in other departments can be perceived as a reward. Many employees welcome the variety in their jobs and the greater understanding of the business.

    Finally, the most long-lasting form of positive reinforcement, according to behavioral research, is to give increased responsibility. The motivational impact will last as long as it takes the employee to really master the new skills and tasks. If the increased responsibility involves a whole new position in the company, in other words, if it is a promotion, it probably warrants a pay increase as well. The challenge of learning and the public recognition of your respect for the employee mean as much, if not more than the money, in terms of motivational impact.

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