In Kenya’s bustling financial services sector that serves as a hub for East Africa, Mutua, a bank manager, adopted an antiquated approach to motivating his team. In his office, a chart prominently displayed employee sales figures, directly tying monthly bonuses to those who topped the list, while those at the bottom faced stern reprimands or even cuts in hours.
Mutua believed that such a stark display of carrot and stick rewards would spur his team to competitive heights. All his team meetings revolved around sharing sales numbers and anticipated sales in the pipeline.
However, the atmosphere in his department grew tense, with team members undercutting each other rather than collaborating, fearing mistakes more than they strived for true individual and team excellence.
His approach fostered a toxic environment where short-term gains were chased at the expense of long-term loyalty and team cohesion. A truly miserable experience for all involved. But Mutua held no other ideas for how to motivate and manage his team.
Conversely, in Westlands, Nairobi, Achieng, another bank manager embraced a radically different approach. She started weekly team meetings by highlighting individual and group accomplishments, linking their efforts to the bank's broader mission of empowering local businesses. Achieng made it a point to sit with her team members regularly, discussing not just their goals but also any obstacles they faced, providing support or tools they might need to overcome these challenges.
She shared stories of how their work had positively impacted clients, fostering a sense of pride and collective achievement. Her team meetings highlighted not just sales success but also process improvements, moral boosting efforts, and collective thanks for individual jobs well done. Under her guidance, her team not only met their targets but did so with a sense of purpose and satisfaction, viewing each other as partners in success rather than rivals.
Research by Lisa Lai scrutinises traditional motivational tactics in the workplace, revealing a shift in how effective leadership gets perceived and executed.
By conducting extensive surveys and interviews with various organisations, the research team analysed the discrepancies between traditional "carrot and stick" methods of managing workers with more modern intrinsic motivation strategies that connect employees’ tasks with overarching organisational goals.
The study involved observing different leadership styles in action, recording employee satisfaction, and productivity levels to compare the outcomes of varied motivational approaches directly.
The rigorous methodology provided a clear view of the prevailing trends and their effectiveness, painting a comprehensive picture of modern workplace dynamics. The findings illuminate a crucial transition in leadership effectiveness that moves away from external motivators towards fostering an internal sense of purpose and satisfaction among employees.
The study suggests that leaders like Achieng, who integrate empathy, support, and relevance into their interactions with staff, tend to foster more robust, committed teams. Such leaders not only communicate the significance of the work their teams are undertaking but also actively involve themselves in ensuring their teams understand and overcome any challenges they face.
This shift not only boosts morale but also enhances productivity by aligning personal achievements with the company's broader objectives, leading to a more harmonious workplace culture.
Leaders looking to revamp their own approach can utilise the research that offers actionable insights. First, it remains crucial to transition from overseeing to genuinely engaging with the team's efforts. Leaders must make an effort to understand individual team members' roles and the challenges they encounter, providing support or resources to facilitate their tasks.
Regular recognition of efforts, big and small, helps build a culture of appreciation that transcends basic rewards. Moreover, connecting the dots between daily tasks and the organisation's impact creates a motivated workforce that sees value in every project they undertake.
Companies aiming to incorporate the research insights into their operational framework might start with training programmes focused on empathetic leadership and effective communication.
Adopting a system where feedback flows freely and is constructively used can transform organisational dynamics. Workshops that simulate real-life scenarios to practice new skills, and regular review sessions can help solidify these practices.
Furthermore, creating platforms for employees to express concerns or suggest improvements can reinforce a culture of trust and mutual respect in a psychologically safe space, essential for any motivational strategy to succeed.
The shift from a carrot-and-stick approach to a more holistic, empathy-driven leadership style proves not just a trend but a response to the evolving demands of the modern workforce.
As research shows, the organisations that thrive are those that adapt to these changes, fostering environments where motivation stems from a sense of purpose and recognition rather than mere compliance. Leaders who embrace these strategies are not only enhancing their team's productivity but are also building the foundations for sustainable success and employee loyalty in the long run.
Have a management or leadership issue, question, or challenge? Reach out to Dr. Scott through @ScottProfessor on X or on email [email protected] Â
