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How to motivate your people to deliver
Many businesses set their people financial targets to deliver. It is, of course, a prudent measure of the value of an individual’s contribution to the business and it often supports the management of key financial ratios, which are seen by many stakeholders as essential measures of the success of a business.
However, to front-line staff, a revenue or profit target, in isolation, can be unmanageable. Because revenue and profit are ‘output’ targets, they may not be attained without ‘managing’ the activities most likely to deliver the goals.
There is a critical link between activities and achievements (input and output targets) which all line managers need to understand and utilize to motivate performance.
HOW we motivate individuals to undertake these activities is a different issue. Many large organisations anticipate that ‘bonus’ or ‘performance’ incentives will motivate everybody to perform at similar levels. But often, this does not happen. Individuals are driven by individual issues. Things that are important to one team member may be wholly irrelevant to another.
Consequently, line-managers must be able to identify what is important to each individual in their team and use that information to select activities which will stimulate the ‘right’ behaviours in their people.
