10 Ways To Motivate Middle Managers Without Spending (Much) Money
Middle managers are the glue that holds an organisation together. Their performance has a huge effect on how well all staff carry out their jobs. Which means if they aren’t happy and motivated, your whole business is likely to feel stuck in quicksand, right when it needs to be pushing ahead at full speed.
The trouble is, it’s too easy for them to feel disconnected and unappreciated.
Not only are they often denied the satisfaction of ‘seeing the job done’ that frontline staff get, they also lack the strategic viewpoint of senior management.
This can leave them feeling ‘stuck in the middle’, dealing with problems from above and below. Because of this, you need to pay special attention to keeping their morale high if you want to see your business’ strategy carried out in full.
Here are 10 approaches to motivate them without spending a fortune:
- Advancement through Development. Introduce appraisals and define their goals and identify skills gaps. Give them career guidance and coaching. Establish career paths: Managers who rise through the ranks from technical departments--engineering, marketing, finance, and customer support--eventually hit a ceiling. If you want them to stay with the business, they need a chance to learn broader business and people management skills. And if they're not interested in moving out of their specialty, you have to find a way to enrich their current jobs so there's still some growth potential.
- Recognition, Praise and Reputation. Herzberg identified that one of the true motivators is Recognition. Internally, businesses often use ‘employee of the month’, other announcements in their staff communications or bonuses. A polite “Thank You” can also make a difference. Externally, you can provide professional recognition: Give managers a chance to speak at conferences and user group events. There's no reason the CEO should always hog the podium. Other managers deserve some of the limelight, too. This links well with their personal and professional advancement.
- Challenging and Interesting Work. The work itself needs to be demanding and stimulating. However, routine work still needs to be performed but averse to boredom. So define the manager’s job thoughtfully as there’s a risk. Businesses often describe low-level jobs very carefully, with all kinds of performance metrics. But the higher up you get in the organization, the less job definition there is. I see new managers all the time who are really struggling, trying to do everything, because they don't know what they're expected to do. If you haven't defined expectations, how can you do a meaningful performance appraisal?
- Achievement and success. An obvious motivator but without successful outcomes, managers can become de-motivated without triumphant closure. One of the major reasons that managers burn out is that their work is never done, no matter how many hours they put in. Employees get to finish a project or an assignment, but the manager comes back to the same desk every morning. Putting more emphasis on short-term milestones--for instance, hitting monthly or quarterly targets, or getting a new product out the door--can help create a greater sense of accomplishment and closure
- Avoid frustrating policies and procedures. These are key detriments to work effort. So try to challenge dysfunctional processes: Middle managers know what's broken in the company--they work with these problems every day. A great way to improve job satisfaction is to get your managers involved in dumping bad processes and coming up with better ideas of their own. By asking the middle managers for their views and ideas, you shall empower them to and engage them in their work and the business.
- Enjoyment and Interpersonal Relationships. Camaraderie is key as too much work and not enough play lead to a sad life. After work activities such as drinks or trips and activities do not need to be funded by the company. Be inspired and enthusiastic: pub quiz nights or karaoke are always a winner.
- Responsibility. Managers are motivated by the esteem linked to their responsibility. So the recognition of their dependability is a natural motivator. There is no need to over-control, just set out their role and responsibilities and ensure they understand where they are accountable. This clarity will also ensure a positive no-blame culture.
- Handle with care. Poor supervision of managers, or any employees, will discourage hard work and commitment. Don’t presume that because they are responsible managers that they do not need guidance and protection. Occasionally talk about life: There's so much fire-fighting in companies that managers are always meeting to talk about issues and crises. But that doesn't mean they're actually communicating with each other, or with the boss. You need to set aside time for one-on-one meetings, to talk about each manager's career development and personal agenda.
- Pay, Security and Personal Life. Pay is a double-edged sword. It can both motivate and de-motivate. It’s obvious that people work to support themselves and lifestyle demands that people always are looking for more income or a rise. Within a short time of their pay-rise, they still believe they need more. Jealousy, insecurity and resentment can creep back in. But there are non-cash solutions: Negotiate with your suppliers to offer your staff trade discounts or consider introducing personal financial management workshops so that managers can learn to manage their personal finances. Also respect their personal lives: Older managers have more going on in their lives than young employees--families, schools, outside interests, friends. If managers are putting in too many hours on the job, everything else is probably suffering. It can be very motivating to show concern about a manager's life outside work.
- Working Conditions. Could you move offices to swanky new premises? Check for a break-clause in your lease and research the market, commercial rents are tumbling in price. Alternatively, have a good clear out. The benefit of de-cluttering is ‘space’- physically and mentally – throw out furniture and equipment that is no longer used. The business will be better organised, staff will be encouraged to keep the premises tidier, new systems can be introduced, and each remaining item of equipment or furniture will actually serve a purpose. The psychological and health benefits for the managers and staff would be less stress and anxiety, more energy, more able to deal with things as and when they happen, better equipped to deal with work on a day to day basis, more time to pursue projects and outside interests. Their general health may improve, less colds and flu each year, resulting improved attendance.
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Employee worries keeping you awake at night? Call me.
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is based in Watford, Hertfordshire
Employee worries keeping you awake at night? Call me.
mobile: 07515 850643
info@hrsolutionz.com
