I know there’s no such word as “demotivation,” but I like to use it anyway. I came from the school that said that people cannot motivate other people. You either brought it with you or you didn’t. But we sure can “demotivate” people.We do that by our words and actions, our style and body language, and, yes, by the environment and tooling we provide at work.

I have become much more aware of how management—or better yet, leadership— influences the employees in a business.We all started out as enthusiastic beginners when we began with our current employer.We were excited and nervous about the first day.We didn’t know the work, the other employees, the customers, the suppliers, and the boss. Really, we didn’t know much other than we had a job, someone hired us to work with them, and that was exciting.

When we started the job, some of us became disillusioned when we didn’t get the attention, the training, and the support that was needed for us to learn the job. Others of us became very careful and cautious about how we did the job. The rest of us became self-reliant achievers—what every company wants for all of their employees.

But what made these very different outcomes? It’s partly caused by the manager, the leader. Think about it.We become disillusioned if no one pays attention to us or they don’t provide the training and support necessary to do the job. Sound familiar? And the careful and cautious employee is a product of the style of the manager or leader, too. Criticism can positively or negatively impact production; you have to watch how it is applied by the employee. I don’t think we can afford to be cavalier at all with employees. The true battle for businesses over the next 10 to 20 years will be the one for the limited number of talented employees.

The true battle for businesses over the next
10 to 20 years will be the one for the limited number of talented employees.

Grow Talent
I recently completed a terrific book by Daniel Coyle called The Talent Code: Greatness Isn’t Born. It’s Grown. Here’s How. The new information that is chronicled is stunning. It opened my eyes to many new possibilities, and that is a wonderful thing for someone like me at this point in my career. I believe the psyche of the American worker has been damaged by the world around us over the past year, if not longer. Isn’t it time we provided a sanctuary to these same workers? Our employees are our most valuable assets and the ones we need most to nurture and develop.

I introduced some of you last year to “the balanced scorecard” as a business tool to enhance your success at implementing strategies and change. You might remember the cycle of the balanced scorecard. It starts with what the customer needs and wants, and that drives what internal excellence is expected. From that knowledge, we know what tools, technology, and training is necessary for us to succeed. I shared the belief that employees will work harder to satisfy their customer than they will to satisfy their boss or employer. It’s much more personal.

Create a Hotbed
I want to now create a “hotbed” for change and development. I want to light a fire. Let’s start by asking each and every employee what it is that’s standing in their way from doing a better job. No, this is not about having them feel they don’t do a good job! Rather, it’s about asking them what we can provide for them so they can be motivated in the job rather than “demotivated.”

See if they can give you a list of five different things—anything at all, as long as it relates to the job and they think it would help them do their job better. I use this approach in my consulting business. I ask the employees of the client what it is they need to improve their performance. One of the tools I use is called a “grumbles and gripes” session.We get everyone talking about their grumbles and gripes. It’s terrifically productive.

This might be difficult to get started, but once you get it going, stand back. You will create a “hotbed.” This is a foundation in the book by Coyle. It’s part of the environment we need to have in our lives if we are seeking excellence. This is true in any of our pursuits. In our personal lives, our families, and our professional lives, motivation is critical. And although each of us is motivated in different ways by different things, we can all be motivated, not just “demotivated.”

Let’s create a safe haven for our employees—a hotbed for development and success. And let’s not just do it for our employees, but for our customers and our suppliers. And let’s not just do it during these difficult times, but for all times. I think they all deserve it, don’t you?