Universal vs Proximate, your team can put a Man on the Moon!

The famed story of our 35th President’s engagement with a NASA Janitor has become a legendary case study in team building and “universal” goal understanding. For those unfamiliar, the USA was in a space exploration race with Russia and our stretch goal was to put a man on the moon. While visiting NASA to assess the progress, JFK asked the janitor about his job within the organization and what he does. The janitor’s response, “I’m helping to put a man on the moon”. It’s a great story of how every member of the team, regardless of stature, has a role to play in reaching the ultimate goal or aspiration. For those that lead teams, it’s difficult to foster and nurture this type of dedication within organizations- but not impossible. It is squarely on leadership’s shoulders to keep staff engaged and enrolled in the universal mission. Here are some ideas to help keep your team engaged and striving toward your industry equivalent of… putting a Man on the Moon.

Try to motivate rather than manipulate.

Much of how we manage is predicated on driving our teams through proximate reasons. Proximate in that we instruct our teams/ direct reports to perform a task because, “we say so”. This can be particularly effective with direct reports because, should the team not perform, there are harsh means of manipulation (I use manipulation deliberately) to reach our desired ends. This may be the use of written warnings, performance improvement plans (PIP), reprimand, or even possible termination. Although these means of fear and manipulation can be effective, it won’t provide the motivation (I use motivation deliberately) that will build a winning team, foster collective dedication, and a strong bench for development and succession planning (really important, sustainability). In my early management career, I too relied heavily on the proximate reasons to drive my teams to the desired results. Much like any tool, we tend to go to the one that we’re most proficient, unless we can’t. It wasn’t until my tour of duty with FIJI Water Co, wherein I was in charge of managing distributor reps, that I was forced to find alternative ways of motivating. Honestly it made me a much better manager.

In the world of distributor management, one is often working with a third partner to achieve desired sales goals. Although you are locked into a single goal (driving sales etc.), the sales reps do not report directly to you. You don’t have the ability to simply “write them up” or demand that they do something for you. How do you motivate them? Well, let’s consider the term: motivate- stimulate ones interest in doing something. Now let’s consider the term: manipulate- motivation that we don’t like. It takes a deeper dive, sophistication, and hard work to motivate teams. One way to effectively motivate your team is to appeal to their wants, enroll them in the vision.

Enroll them in the vision.

In appealing to their wants and desires, we find out what motivates the members of our team and then make the connection to the universal goal. It helps if you’re able to share with your team tangible data that highlights their contribution to the desired outcome. It’s very important because most teams (especially sales teams) are driven by data. In addition to sharing their personal numbers, share with them some of the numbers that are shared within leadership. Making the connection of the work done at ground level with the planning done at 40,000 sq feet brings the vision full circle. Also, share with them what you’re working on. Alternate your staff to work with you in sessions where you’re developing plans or presentations for senior leadership. If possible, begin to delegate some of your duties to staff that have demonstrated a desire and capability to assume more responsibilities. These activities not only keep the team engaged, they help develop front line employees to become the leaders of the company’s future.

Team Effort, there are no Big I’s or Little U’s.

The future of any successful company is directly tied to how well they can groom talent for upward mobility and keep staff engaged and caring. It’s extremely obvious the NASA Janitor that answered JFK cared about the mission, was “enrolled in the vision” and most certainly willing to do his part. Try some of these techniques of motivation rather than (harsh) manipulation. Enroll them into the process/vision, watch the team morale improve and camaraderie deepen. With this spirit you’ll be able to attack your collective stretch goal… even possibly put a Man on the Moon.