Good leaders are always adjusting the ways they guide team members towards project/corporate goals. How closely should they manage? What’s the best way to give difficult feedback? How to cultivate the best contributions from each person?
Don’t be Spartan
In 431 BCE Sparta had a culture and army driven to be the best. But they enslaved the local Helot population and, ironically, the Spartans lived in fear of the Helots because, as abused slaves, they might (justifiably) rise up and attack the warriors’ families if they travelled too far from home.
Don’t be Corinthian
Conversely, another Greek culture, Corinth, was looking to establish its “street cred” because it yearned for a seat at the Big Powers table. They proved themselves through accomplishments, with “honor” on the other side of that coin. In Greek mythology, great deeds engendered great honors. But great honor can lead to great hubris (i.e. pride), which caused the Corinthians to wage war, steal colonies and win at any cost.
Fear
The fear-based Spartan strategy was clearly crippling in that they never felt free to venture very far. The culture of fear has a net negative impact. When project leaders create a culture of rulers and followers, neither will be very willing or able to explore new territory or live out their creative potential for the project. Leaders who rule by fear will run roughshod over smart, talented people who will feel debased and whose great ideas will be suppressed.
Honor
Honor as a motivator creates people who will gravitate to the best teams to work on the best projects and create the best results. People with honorable — and humble — motivations like to be challenged and improve themselves. They want the best for the team, for the company, for the project. On the other hand, people who are driven by hubris usually self-select out. They lack the true humility to constantly be improving themselves, or receive constructive correction. The true honor-driven individuals seek out great deeds and should receive the accolades that accompany them. If you have a pride-driven team member and do not recognize their excellence (real or perceived), they will resent it. Among Millennials this is a particular motivating factor as they want to identify with something that has purpose and meaning.
$$$
Money never goes out of fashion as a motivator, but is a two-edged sword. Precious talent should always be compensated accordingly. That being said, leaders can bring in a “mercenary” talent who has built a career on their excellence, know they are in demand and charge for it. But what motivates them to stay may also motivate them to leave. Plus, they usually are in the game for themselves, for the paycheck or to just get the project done. Other project members will see that this player doesn’t have the best interest of the team or project at heart. Ultimately, trust is the casualty.
At Waddell Group we understand that every team may be propelled by a variety of motivators. Our project leaders pay close attention to the use of transparency, communication, philosophical buy-in, recognition, and monetary rewards to keep a team positively engaged toward the completion of the project. We strive to be honor-driven and “do great deeds” while at the same time purpose to be humble, knowing that your company, your team, and your project are of utmost importance.