7 Motivation Killers You Should Be Aware Of
According to a recent poll conducted by LinkedIn and the Adler Group,
72% of professionals are either somewhat or highly pleased with their professions. Nonetheless, 85% of these same individuals remain open to new opportunities.
Of the 18,000 workers interviewed in 26 countries, the survey revealed that 25% (4,500) of them are actively seeking jobs, and another 15% (2,700) of them are discussing options with their close personal network.
A further 45% (8,100) are okay if recruiters contact them. Motivation is an exceptional quality because it measures focus and willpower. What if something or something is draining the employee’s energy without their knowledge? Managers should be aware of the following motivation killers:
1. Unplanned future
Not having the proper direction for an employee is one of the worst motivation killers. The contemporary high-level interview often includes questions about a potential employee’s career objectives, which are frequently asked by hiring managers. Not everyone aspires to be in management; the interview questions are crucial in determining what drives the candidate. On the other hand, many managers never follow up on their first chat.
Although it is vital to address where the employee wants to be in five years and how many have achieved their short and long-term goals. Planing a future for the employees is is just the beginning.
However, it is a motivation killer if the employees are stuck in a dead-end job or without promotion. High achievers are adept at defining and achieving goals; thus, they need quantifiable objectives to attain and a particular period to do so. If an employee believes that they have no possibility for growth at their present employer, they will look for a new job.
See Also: 10 Signs That It’s Time For a New Job
2. The fear of failing
Failures are the pillars of success, yet a failure kills an employee’s motivation. Most of us see failure in one way: that our efforts were futile and that we failed at what we attempted. This is a misunderstanding. The employee did not fail at anything; they simply saw failure incorrectly. Failure is a feedback mechanism. It reveals what went wrong so the employee can fix it, reflect, and grow next time. To prevent the fear of failure, provide feedback constantly. It might seem redundant, but there is no substitute for old-fashioned one-on-one interaction to overcome many obstacles.
3. Unresolved traumas
High achievers often have fantastic communication skills to address failures and motivation killers. While this is the case, someone attempting to concentrate on getting excellent results in their job may rapidly become frustrated by a toxic work environment. Suppose an employee’s performance or communication suddenly deteriorates.
In that case, this is a warning indicator that the workplace has descended into a sterile environment and that the overall workplace environment is birthing motivational killers. In any case, when a top employee is giving out distress signals, ignoring the situation leads to the erosion of trust and motivation.
4. Poor feedback and indifference
When employees come up with fresh ideas and discover new methods of doing things, they are highly motivated and actively involved in their professions. Even if the proposal is entirely impracticable, the managers must provide passionate recognition for the employee’s efforts. The vilest motivation killers are poor feedback or remaining indifferent to employees’ enthusiasm and inspiration, or the prolonged absence of constructive feedback about their overall performance.
Meet with high-performing workers frequently to evaluate their performance and create a trust to feel comfortable enough to share fresh ideas with the group. Top achievers often supply guidance that is on par with high-priced consultants. Even a little chit-chat goes a long way.
5. Poor image
Bad publicity, ethical violations, high turnover, or poor customer service add to a company’s poor image, all of which are motivational killers. When a corporation gets a bad reputation, it is almost always a reason to seek new job opportunities. Ethical violations, scandals, federal investigations, and lawsuits stop them from being productive.
Worst case motivational killer would be not getting paid. It is very uncommon for top performers in fast-paced areas, such as technology, to look forward to seeing whether the expertise they are gaining today will help them land a position in the future. Also, if a company fails to upgrade itself, no matter how glamorous a resume is, it will be outdated and unfashionable.
6. No professional growth
No growth is one of the leading motivation killers, and therefore, underperformers pose a greater flight risk than high achievers. On the other hand, sudden departures are often the result of a failure to get a promotion or prize. If three great performers are interviewed for a lucrative promotion, the recruiting manager risks losing two other top performers if just one is promoted.
Together, they re-evaluate their career futures inside the company. Ironically, high-ranking individuals have abandoned their jobs after receiving a raise or promotion, which is a motivation killer for upper management.
7. Uninteresting projects
Too much or too little challenging or not providing guidelines to complete a project are also motivational killers. Although a mediocre employee will gladly accept a salary with no labor, the best employees prefer a challenge. People who are bored or feel their job is meaningless will rapidly grow irritated, even if they believe in the company’s objective. Preventing employees from taking charge of exciting projects, or if the hierarchy keeps these employees from progressing, the employees will get frustrated. Consequently, their performance will suffer and deteriorate. They may quit their job to bypass any conflict or confusion.
Many workers would sooner quit than a complaint to address the motivation killers. So, be alert. Often, it is because the managers do not utilize resources properly. Job responsibilities should match an employee’s skills, motivation, and personality. Find out what components of a project or customer the employee loves working on, and maximize those aspects. The investment pays off. Motivated workers who like their employment will gladly go to bat for their employer.
All employers must remember that no one is immune from motivation killers. Each motivation killer hits employees differently. Some remain motivated a bit longer than others, who would give in sooner. Even the top performers will lose their motivation at some point. Look out for specific changes, especially in their demeanor toward their work. A high-performer would show signals of frustration before looking for a job.
Engagement requires time, thinking, and resources. The incentive is that a manager who engages workers will have more outstanding outcomes than a manager who focuses on the results.