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This season, we are working on building a toolbox of leadership skills and ideas. By the end of this season, you will have fifteen specific skills that will make you a stronger leader and manager in your organization.

This week we are looking at strategies motivating people at work.

Although working in libraries is a wonderful job most of the time, the repetitive nature of the work, the service focus on people’s needs, and just working at the same job for years, can start to wear people down. Keeping staff motivated is an important part of that job as a leader. It is also one of the most difficult parts of the job.

Ideally people will enjoy their jobs, but may need work in expanding their horizons so they don’t get stale. Many things librarian staff do in a day or a week are pretty repetitive. You can only show people to the bathroom so many times, or set up a new library card account, before you have the whole procedure and all its nuances completely understood. And then what? This is where motivation comes in – helping staff to see how their small daily actions add up to a larger effort, in support of the library’s mission and strategic plan.

Most leaders – the good ones anyway – want to help staff to be as successful as possible. But knowing how to do this is tricky; your employees (rightly) insist on being unique individuals, each with their own set of motivators, which you may or may not know. And you need to help push all of them to be their best at work, doing that without a lot of the information that would be very useful. Keeping people going is much more complex than a quick pat on the back, or an occasional “good job!” But it does not have to involve a huge amount of work – just consistency.

Think back to our first episode on theories; there are all sorts of ways to deal with motivating and directing people. You can try yelling and screaming, you can try being everyone’s friend and letting them do what they want, or you can find something in between.

One management study looked at ways to motivate people who were working on an assembly line. Researchers tried everything: they sped up the line and they slowed it down. They changed around break times. They turned up the lights to be very bright, and then turned them way down. What do you think happened? Every single thing they did increased productivity, and decreased absenteeism. The staff were so happy that people were paying attention to the work they did, and that the researchers were taking the time to talk with them about their jobs, that they responded by working harder. The group as a whole worked together to make everyone’s individual performance stronger. This is called the Hawthorne Effect, after the Hawthorne Western Electric factory.

Regardless of your management style, it is not likely that all people will respond the same way to the same motivators. It will be your job to figure out different motivators for different people (or departments), while trying not to let anyone feel others are getting preferential treatment. Being a good leader is tough!

Motivating and coaching can be challenges for everyone involved – it is hard to maintain a generally positive attitude toward work all the time. When people work for your library for several decades, every needs to stay focused on providing great service. Taking some positive steps to motivate yourself and the people around you can help to build a good organizational culture!

Thanks to everyone for joining us this week! And check back in with us next week to discuss our next topic: Discipline and Termination.

Check out our full information page for all the details, including Self-motivation, Motivating Others, Gamification, and links to the books we are reading this week!

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