Energizing workers without spending

We’re a small business. We can’t a f ford to pay high salaries. How do we motivate workers without spending much? — Silver Anchor.

Of course there’s a way. First, be kind to your people — just be aware that it’s not a magic bullet. Kindness can help win loyalty, but true happiness can’t be secured over the long term.

Imagine this. If engagement is low, what’s the usual management reaction? For some managers, the first instinct is to order pizza. When morale dips again, they raise the pizza budget. It’s a cycle. Eventually, the team becomes overfed, under-inspired, and yet suspicious of anything round and delivered in 30 minutes.

Here’s the painful truth. No amount of free pizza can sustain motivation. Workers become demotivated because they feel they’re being taken for a ride. They’re disengaged because their work feels meaningless or they’re being micromanaged.

ROOTED IN PSYCHOLOGY
For many organizations, big or small, the most effective motivators cost nothing. They are rooted in psychology, not in procuring the best coffee machine or the most expensive pizza. Here are some non-traditional and inexpensive ways to energize people without necessarily breaking the bank:

One, give the workers control over their work. Motivation goes up if they’re empowered and trusted, subject to certain limitations. Let them solve problems that make it difficult to perform their task. Or let them choose their schedule for certain days with the concurrence of other workers.

Also, let the workers report at 15-minute morning meetings the problems they are encountering and the solutions they may have developed. When workers are allowed to design how they work, they commit much harder when they’re given assignments.

Two, recognize people with a personal touch. It’s as simple as giving them a handwritten note on a Post-it, a quick “thank you” at the beginning of a meeting, or an e-mail copied to top executives. Avoid being overly mechanical.

Research supports authentic recognition. Many people don’t need formalities. They need any evidence they’re seen and heard in public while being commended by their bosses.

Three, involve other workers in the recognition process. Sometimes, being recognized by colleagues is more powerful when the accolade doesn’t come from a department manager. Some examples include a micro-award for “you made my work easy last week.”

This could be done by establishing a one-hour “Fabulous Friday” event where team members name someone who helped them in the past few days. The idea behind this is simple — recognition from work colleagues promotes a sense of belonging.

Four, consult the workers before making a fi nal decision. Some managers ask for feedback after they’ve already made up their mind. That’s not consultation. Co-ownership becomes strong when the workers feel their fingerprints were on the plan since its inception.

This approach alone sends an important message. Your contribution to this idea is important, not just your attendance and cooperation.

Five, require people to become visible. Create opportunities for them. But don’t force the issue with introverts. Many people would rather be seen working, especially outside their work stations. For example, give people about three minutes in a cross-functional meeting.

Ask them to introduce an improved work process. Let them be the spokesperson for every small win. Visibility, no matter how small is the corporate equivalent of sunlight. Nothing grows without it.

Six, give them small privileges. Allow them to bask in prestige and other symbolic perks. This includes giving them the first choice of being assigned in certain branches, especially if they’re located near their residence.

Another example is to give them a “VIP desk” close to a window, if not close to the air-conditioning. These things cost nothing but feel like status. Never underestimate the magic of low-cost prestige.

Seven, identify and remove all stupid policies. Some workers who are perceived to be demotivated are simply frustrated with unreasonable policies, like requiring five approvals on an application for a one-day vacation leave.

It’s also a friction point for some line supervisors who feel they’re not sufficiently trusted by management. Allow people to identify their challenges and propose solutions with the help of their team leaders.

Eight, let the workers showcase their hobbies. People feel proud when they’re not just treated as plain workers, but become models for extracurricular interests. This could be done during a bite-sized “tell me something in 15 minutes” segments during a town hall meeting.

Sharing workers’ skills or anything they know well is a booster for them. Allowing the workers to share their interests outside of work turns them into visible contributors that lead them to become “experts.”

In conclusion, people are motivated because they’re being treated as adults whose contributions matter. When people are trusted, they reciprocate by being responsible. And when they’re allowed to “bask in the sun,” they put in a lot of effort.

When they feel valued, they stay committed.

Consult Rey Elbo on your workplace situations for free. E-mail elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or via https://reyelbo.com.