Want to motivate your team? Here are 20 things to start doing now

Ilya Bogorad shows you how to create a dynamic, exciting, motivating environment in an otherwise unexciting, underperforming or stodgy organization

For as long as I can remember, the idea of abandoning permanent employment and striking out on one's own has been a popular topic in water cooler conversations among the technology folks. Typically following the "they don't get it" or "I'm working for a moron" kind of an assertion, the daydreams of not giving a proverbial rodent's derriere (I never understood this saying... who'd want it?) and the alluring but exaggerated virtues of tax advantages have driven more than one IT staffer to salivate on the job.

Some moved past daydreaming and became contractors. These folks make a good living and are used to moving on to another gig every few months. Others have left their full-time job and built a viable business - a consultancy, a development shop or just something altogether different.

The economic tribulations and the shrinking pool of employment opportunities of the past three years have led to a couple of different phenomena. There is the forced entrepreneurship by the people who were pushed out of permanent employment and couldn't find a job. Out comes the Nana's recipe book and yet another cake shop on the street. Or another "social media expert."

Then, there's the opposite. With the economy in the shape it is today, people stay on despite being miserable in their current job; putting bread on the table usually beats "I can't stand it" hands down. According to recently published research by Mercer: "Nearly one in three (32%) U.S. workers is seriously considering leaving his or her organization at the present time, up sharply from 23% in 2005. Meanwhile, another 21% are not looking to leave but view their employers unfavorably and have rock-bottom scores on key measures of engagement, a term that describes a combination of an employee's loyalty, commitment and motivation."

If you're a leader in charge of people, project these results onto your own group, department or company, and reflect. If you haven't cringed, you yourself have probably checked out. Clearly, it's impossible to conduct business successfully in these circumstances.

Is there anything you could do to fix it?

It turns out that you can. I'll show you how to create a dynamic, exciting, motivating environment in an otherwise unexciting, underperforming or stodgy organization. Think of it as of a lush oasis in the dustiest of deserts.

What motivates?

The study of the forces behind human motivation has occupied the minds of great many thinkers. From the original work of Maslow, McGregor and Herzberg to the recent not-so-original but popular interpretations, the subject hasn't neglected.

Motivation is intrinsic. It varies from individual to individual and what motivates one person would not move another. There are some commonalities, though:

  • Money is never a motivator. However, lack of money is a demotivator.
  • People are motivated by applying their abilities to the fullest. Underutilization is a demotivator.
  • Most are motivated by work that creates tangible results, especially if those results are born out of innovation, a new approach or a great idea.
  • Being engaged in decision making, especially around the choices of how to do work, is a great motivator. Being told how to do it, which is far too common, will at best yield mere compliance.
  • People are motivated by doing work that aligns with their values and beliefs.
  • Too much stress petrifies. Too little stress leads to sloth, procrastination and the sense of entitlement.

Necessary conditions

Three conditions must be met for you to be successful at motivating your team:

  • You are a leader formally in charge of a group of people of any size. You may be successful if you are attempting it as an individual contributor; it is just that the scope of impact will be limited to one person - you.
  • You are not averse to the business or the business practices of the organization. This is very important. I once knew a woman employed by a military contractor. She was torn between the need to provide for the family and the misalignment of her personal beliefs with the business of her employer.
  • You have a reasonably good relationship with your immediate superior that allows for some latitude in how you structure your team and its work.

Twenty things to start doing right away

  1. Be enthusiastic.
  2. Think big. Act on big and small opportunities alike.
  3. Learn to translate aspirations, needs and vision of the broader organization into tangible results you can deliver or facilitate.
  4. Discover aspirations, needs, and vision even if they're not explicitly stated. See it before everyone else does.
  5. Practice corporate entrepreneurship; determine what the right outcomes are without regard to resources you have on hand.
  6. Connect and spend time with key decision makers and strategists within your organization. Ask questions about their plans, needs and aspirations. Listen. Learn.
  7. Organize your work life so that you spend time on what's important, not what landed on your desk. Delegate in all directions.
  8. Demand that your team members bring you solutions to problems, not the problems themselves. The former motivates and empowers them; the latter are major downers for all involved.
  9. Solicit input of your team members on strategic directions. Even the act itself is motivating, and you will see a high degree of engagement when it's time to execute the common vision.
  10. Encourage and empower your team member to decide how to go about their work within the guidelines and expectations you define.
  11. Develop the sense of shared meaning within your team.
  12. Communicate with your team members frequently and openly. Always take the time to explain strategic decisions.
  13. Notice and reward "positive deviance" - new practices that yield superior results.
  14. Pose challenging questions to your team. Notice and reward volition to find answers.
  15. Always be on a lookout for innovation in your industry and profession.
  16. Further, be aware that really exciting breakthroughs come from the cross-application of approaches and methods from other realms.
  17. Reward results, not the time, effort and cost expended. Too often, managers believe that their job is to generate action, whereas it is to create results.
  18. Take every opportunity to promote your team within the organization. Share results, lessons learned and new practices. Utilize internal publications, town-hall meetings, newsletters and so on.
  19. Position your team members as ultimate experts within the organization. Set up mentoring and communities of practice around their expertise.
  20. Become industry experts. Take leadership positions in professional bodies. Write in professional publications.

Ten things to stop doing right away

  1. Stop lamenting about impediments, barriers, morons at the helm, lack of time and such other.
  2. Do not get hung up on details.
  3. Do not allow pessimists, doomsayers and curmudgeons near your team. They will suck the life out of you.
  4. Stop procrastination and don't tell me you don't have time to do this.
  5. Stop being in love with your methodology, processes and tools. Challenge them instead.
  6. Stop censoring ideas.
  7. Stop telling your people how to do their job. Instead, set expectations of results.
  8. If something is old or new, or fashionable does not make it right. Eschew fads.
  9. Stop punishing mistakes, unless they are a result of sloth or overt sloppiness.
  10. Stop limiting yourself with arbitrary timelines, goals and beliefs. Run through the finish line. Exceed your own expectations.

How will you know that you have succeeded?

  • You will be talked about.
  • You will get inquiries about vacancies on your team, internally and externally.
  • You will see your employees engaged and genuinely interested in their work.
  • You will deliver or enable exciting results.


Ilya Bogorad is the Principal of Bizvortex Consulting Group Inc, a management consulting company located in Toronto, Canada. Ilya specializes in building better IT organizations.

Guilherme Duarte
Guilherme Duarte

Great article, I couldn't agree more. And as a employee and leader I have to say one of the most important aspects that leads to a great motivation is recognition, both from the manage team towards employees as well (and probably most important) peer recognition. Where I work we created for internal use (that we recently made public) in which we try to boost engagement, happiness and motivation through peer-to-peer recognition. It's called Tap My Back, if you are interested you can take a look at

With that app we try to give continuous feedback to all team members and help everyone keep their motivation levels high by saying thank you and recognizing publicly all their good efforts in excelling at their job. We think of it as employees engaging with each others :)

Once again, congratulations for the great and clear article.

Best regards,

Guilherme Duarte


Liked the article and icing on the cake is the conclusion in how to measure your success. Really good one!


The author of this otherwise very good piece is wrong about what motivates people. What motivates is first and foremost-------> Money! Yes Money! I'm not saying that Money is the only thing that moitivates. There are other things that do it too, and the author mentioned several of them, but from the entire list of what motivates, Money is #1. She wrote that Money "never" motivates. She is either a socialist, communist, or was not raised natively in the USA. On this one point, she is misinformed. Still, a very good article that has a lot of excellent points.


I think this article has some really good points, but I disagree with the first statement in the "what motivates" section. Money is the ONLY thing that motivates a sales rep to sell. They do not do their job solely for recognition, because it is their job, or for internal satisfaction. They sell because they like making money, and as soon as you mess with their ability to make money, they will jump ship and go somewhere else. They don't care about their values or their beliefs - they care about closing the deal! In general, your sentiments are probably correct, but I'm from the world of sales and marketing, so I thought I'd add that point in :-)


Although I'm no longer in the IT field, I mamage a team that has face-to-face contact with our patrons everyday. When each shift is over, I personally thank each of my team-members for their work that day. By the way, this was a very good article. I learned some new 'tricks'. I also sit down individually with each of them every so often to get private feedback about their work, co-workers (including myself) and any ideas or issues they may have and haven't brought to my attention.


The last remnants of motivation and good will were thrown out of the window about decade ago. And, in case you haven't noticed, the good will is non-renewable resource, like mineral oil. Once it's pumped out, turned into cash and burned, it's no longer there. You'll just have to live without it. So- whatever you do- do NOT motivate me. It's insulting. Just give me the goddamn salary. "Motivation is how the powerful steal from the dumb"


You have enumerated a viable mix of success factors that reflect essential elements of organizational psychology that pertain to relationship and interaction. These ideas [i]should[/i] be universally understood to be 'common sense.' Unfortunately, they are anything but. A strong correlation exists between their practice and the effective measure of leadership present in a given situation or context. The title of manager conveys authority whether or not it is accompanied by pragmatic qualities of leadership. While many contexts render 'the hit' inherently unmeasurable, the cumulative fallout of negative implications that emerge from lack of leadership can be easily presumed to be substantial. Your article paves a general path of awareness by which the need for leadership may be inferred. . . through its relevance to motivation itself. Nicely done. Thank you for the practical suggestions.


Article full of great tips and insights, Ilya. Of course, the main people who need to follow the advice aren't self aware enough to read such an article.


I'm not a manager, but found this concise and useful; I especially liked "Ten things to stop doing right away"!


Thanks, Ilya. I like the way you framed the core content and provided a lot of actionable information. To your list of motivators, I'd add sincere acknowledgment. Most studies show that at or near the top of the list and a bit of personal reflection will substantiate its value. The key there is "sincere", as any who've cringed when subjected to the alternative can agree.


I'd like to add that you don't need to "formally" be the leader. In my world (mostly involving IT and consultancy) there is an informal meritocracy and junior staff will often aspire to be as smart as their chosen guru, regardless of their formal position in the organisation. In the battle to "do the right thing" some people are motivated to produce something elegant and robust (and screw the project plan), and other are motivated to produce something quickly and effective (and meet the deadline). Your boss may want the latter, your technical guru the former.


You must have been insulted a decade ago and still you cannot get over it, I guess. You rather make nice theory to support your belief than face that you should change. Instead you enjoy the benefit: it's non-renewable = I don't need to change. You just forget one thing: it's your life - and you can live it only once. You have the choice every day: you live a miserable life, or you get yourself together and make a real life for you. Do your choice until it's late. I'm sure you can make it.


There will always be opportunities to consider others' ideas. Take the good ideas and leave the ones that aren't appropriate. Good people have developed a good sense for the need to always learn and grow. "Motivation is how the not powerful become the powerful. The dumb think as the dumb because they are the dumb."


if not, remind me to never hire you for my team.


Getting emotionally engaged in one's job is a BAD idea. It's unprofessional, and a dead sure recipe for miserable life. If you want to have a life, you must strictly separate it from work. Feeling insulted means getting emotionally involved. Getting insulted about anything job related is therefore absolutely out of the question. The most emotionalish thing one can allow himself on the job is faking emotions, for example acting insulted at unmotivateable folks like me. Alas, I can't do that, because I played truant from the drama lessons in the elementary school. That's why I'll never become a manager or motivator. Oh, well... Life is generally not fair, but occasionally you have to pay for your past mistakes nonetheless.


The most important is a careful choice of parents.


I work for a living, not for a motivation. Especially not motivation by threats.

Editor's Picks