Motivated staff - the key to performance in a cold climate?

Motivated staff - the key to performance in a cold climate?

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Provided by: Taskers Law Management Consulting

Listed in: Finance, General, Human resources, feature articles, Career development, Education and training, Practice management

At a national user group conference in December I ran two workshops themed on the importance of internal communications in successful management. Chosen because of its relevance to the keynote of the conference as a whole - "maximising margins and opportunities in difficult times", it was very interesting how quickly it transpired that the close relationship of communications with motivation was not just a relevant fit to the conference itself. It was in fact at the core of, and a key to, improving the faltering performance of many firms.

Whilst relatively easy to keep staff motivated whilst times are good and firms are on a rising economic curve, it is exponentially more difficult to do so when the curve is going south. We have to make far more effort to keep the fires of motivation burning.

The relevance of Ken Blanchard's famous adage that "feedback is the breakfast of champions" has for many years been a given. Its significance has never been more timely. Some questions to be asked are: -

Why feedback is so important?

Where are we going to get it from?

How are we going to get it?

What is it going to tell us?

The sources of feedback are varied but largely involve responses from people either inside or outside the firm; but they need asking first! Don't forget either the catalyst of IT systems-generated information as a basis for constructive discussion.

The answers to the question of "how" are going to vary from firm to firm, as are those to "what it's going to tell us". One heartfelt answer to the latter was "something we don't want to hear".

But if we are really serious about developing management processes in our firms, is there in fact anything that we shouldn't want to hear? We should be flattered that as a management team we are sufficiently trusted to be given the information in the first place. Without it we are hobbled as to how effectively we can act. With it we can identify issues and come up with cohesive plans for improvement.

This in turn has the potential to regenerate the trust of employees to provide a more motivated environment. And is this in turn the key to rejuvenating performance? Sadly the answer is not of itself: it is part of a package that needs constant nurturing if it is going to be consistently effective.

What are the other parts?

To generate the trust of staff we need as managers to prove that we are prepared to listen, consider, and address issues that might have been raised. Further, we need to communicate decisions to staff - whether they are positive or negative. Even if the answer is negative, the telling of people that a proposal has been considered and rejected runs in a very close second to a positive reply in terms of motivational merit. People feel respected and valued. But if an issue has been considered and the decision made not communicated then the inference could justifiably be that the management cannot be bothered with the people who took the trouble to raise it in the first place. What sort of message is that to give out?

Another important facet to be considered here is that of consistency. To achieve this in a small business where there are a number of shareholders working in the business on a day to day basis - each of whom has a strong personality and desire to take an active part of the management executive - is a very challenging task. In terms of significance in the overall process, it is near the top of the list. So the partners themselves are going to need to look hard at their own internal communications network. If they are inconsistent and off-message from purported policy then how can they lead effectively? How can they expect their staff to be positive and proactive? Ensuring that there are in place systems that shorten the odds on success in this field is vital.

One area where consistency has a huge role is that of personal development appraisals. Tellingly, it is also where a large part of the trust factor can be earned quickly and effectively.

Why? It's all in how you manage the appraisal outcomes and objectives...

Failure to put in place agreed outcomes within an agreed timescale so that they are still outstanding at mid-year follow up, or still worse at the following year's review, means betraying trust. Identifying outcomes and actioning them within an agreed timescale means generating trust. Sounds straightforward. But how many firms give a collective squirm because of their performance in this area?

They are right to feel uncomfortable.... yet it is not difficult to secure improvements by putting in place some straightforward safeguards. Simply, if you agree to do something in an appraisal then for heaven's sake carry it through by making sure there is a viable "checks and balances" system in place!

Solutions don't drop off the shelf and articles such as this can only give pointers towards them.

However some key watchwords for a more effective structure for ensuring higher levels of motivation amongst staff are:-

• Consistency at all levels
• A culture of listening
• A reputation for discretion and empathy
• Proactivity
• Honesty and Openness
• Reciprocity of performance information

They are objectives well worth pursuing.

Matthew Tasker, a former practising solicitor, is principal of Taskers Law Management Consulting and can be contacted on 01327 260 172 or via www.multi-tasker.co.uk