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The tasks took each employee only about 15 minutes each day. When everyone shared the effort, the workplace immediately became tidier.

McLaughlin also took a portion of the money he saved not having to hire administrative staff and put it into an employee fund.

By giving his team a shared purpose and letting them share in the benefits to the company, McLaughlin was able to get his group motivated even as they added this new responsibility to their day-to-day tasks.

SOURCE: “Managing One-to-One” by Leigh Buchanan, Inc. Magazine (October 2001).

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The best teams never lose sight of their goals and consistently revisit discussions of the group’s purpose, each time viewing it in terms of new information they have received while moving forward. You can help keep the goals and purpose top of mind. In addition, you can keep the ideas flowing. Practice active listening as your colleagues speak their opinions. Be honest and open yourself, and encourage frank dialogue and open sharing of information—remember that in many companies, people are conditioned to keep strong opinions to themselves. Often, everyday conversations in the workplace are focused on looking good to the higher-ups and not rocking the boat. That may mean avoiding conflicts and ideas that might appear edgy or harebrained.

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“The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.”

Steve Jobs, cofounder and CEO of Apple Computer

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In the team setting, you want to encourage ideas of all kinds. In addition, you should welcome conflicts of opinion, although you should be ready to facilitate a constructive discussion that will lead the group to a consensus based on your common goals.

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POWER POINTS

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“WHAT’S IN IT FOR ME?”

Motivating teams begins and ends with motivating individuals. Teams are most effective and motivation is highest when:

Each individual wants to be a part of the team.

Each team member feels that being a part of the team will be personally rewarding.

Each individual member takes pride in fullfilling the team’s mission.

Each team member feels not only accountable to himself or herself for completing an assigned task, but also has a sense of accountability to the rest of the group.

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Praise individual team members for their collaboration, for their commitment, and for the contributions made by their independent thinking.

It’s All About Us

T-shirts, coffee mugs, and other team logo wear remind team members of the goals and purpose they share and why it all matters. The strong personal feelings that develop as a result of sharing and resolving conflicts and working together to accomplish important ends is motivating in and of itself. Group social events, sporting events, and group activities are more meaningful as a result.

When you use devices like these as well as your own skills to foster collaboration, communication, and commitment in an atmosphere of caring and constructive conflict, you will soon see, in your team, the truth in the old saying that the whole is greater than the sum of the parts.

Essential Skill II

Dealing with De-Motivation

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“People often say that motivation doesn’t last. Well, neither does bathing—that’s why we recommend it daily.”

—Zig Ziglar, motivational speaker

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Managers need to be aware of both external and internal conditions that can contribute to the loss of motivation. Out of the control of most managers are external conditions, such as personal and family issues, that spill over into an employee’s work life.

Financial pressures, health issues, relationship problems, and other personal challenges can distract an employee or reduce his involvement with work—and his motivation.

Within the workplace, any number of issues might impair motivation. Bad news associated with the reputation or financial condition of the employer could