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MONEY MATTERS Improve Productivity: Identify Your Staff's Motivating Factors By Diane Ciotta W hat's in it for me?" This common phrase exemplifies the reality of how people are primarily focused on the things that matter most to them. This is well depicted in the story of a young car salesman who enthusiastically shared with his 75-year- old female prospect the feature of how the new model SUV's spare tire bin was designed to double as a beer cooler; perfect for tailgating! It is human nature to try to motivate another person from the same basis as one's own perspective. However, being motivated is an internal effort and therefore arguably cannot be instilled in someone else; rather, it must be self- induced. Many contractors motivate their crews with the tired mantra: "Get 'er done!" A well-known athletic apparel company's logo simplifies the act of "just doing it," and this would be a whole different world if everyone just did. Unfortunately, when it comes to managing employees, motivation is not a one-size-fits-all concept. Different people are motivated for different reasons, both personally and professionally. Particularly where employer/employee interactions are concerned, understanding your team's individual motivating factors can enhance coaching opportunities and improve productivity while reducing turnover. See if you can identify the traits of your crew members from among these five common motivation factors: 1. Compensation "Show me the money!" This phrase is often heard at casinos around the world, but is also often the mindset of an employee who has a purely financial 32 CoatingsPro J July 2012 Unfortunately, when it comes to managing employees, motivation is not a one-size-fits-all concept. perspective on employment opportuni- ties. This is especially common amongst people in commission-based positions. A professional who is motivated by money is less concerned about title, perks, or even recognition. Instead, such people operate from a "put it in my paycheck" mental- ity. Their philosophy is that if they can't cash it, it has no real value. These employ- ees are usually self-motivated and, as a result, often do not need a lot of coaxing to perform. They respond best to cash reward-based spiffs and bonuses, which can be offered as additional incentives. 2. Advancement A 26-year-old college graduate was convinced that he was making the right decision to turn down a position with a well-established corporation offering him a salary that was $15,000/year more than the start-up venture group that was also interested in him. His decision was based on his theory that it's not just about the money. His desire to learn and grow in his new position with the start-up outweighed the income potential of the corporation. An employee who is motivated in this way genuinely thrives on the concept of moving up the corporate ladder. Offering constant reinforcement of advancement opportuni- ties and highlighting examples of internal promotions are excellent ways to maintain a high level of motivation for this associate. 3. Recognition From the Grammys to the Emmys, and from horseracing to reality TV shows, our culture has trained us to focus on first place. Is it the sense of accomplish- ment or the bragging rights? Perhaps a little of both! Most contenders just aren't as excited about the silver medal or being the runner-up. Sadly, in fact, second place