Motivating employees is a core skill. A motivated team performs better, has lower absenteeism, and stays with the organization longer. Yet, many managers struggle with the question of how to motivate employees—getting them motivated and keeping them motivated. Bonuses and perks work temporarily, but sustainable motivation requires a different approach. In this article, you will discover exactly what motivation is, which factors contribute to it, and how, as a manager, you can create a work environment where people bring out the best in themselves.
What is motivation and why is it important?
Motivation is the inner drive that determines whether someone puts energy into a task, how long they persevere, and the quality they deliver. The difference between a motivated and an unmotivated employee is enormous. Not only in productivity, but also in creativity, collaboration, and customer focus.
The distinction between intrinsic and extrinsic motivation is crucial in this regard. Extrinsic motivation comes from the outside: salary, bonus, promotion, but also fear of dismissal or a poor performance review within the company. performance management-process. Intrinsic motivation comes from within: enjoyment of work, the sense of doing meaningful work, personal growth, and the satisfaction of a good result. Research consistently shows that intrinsic motivation leads to better performance and greater job satisfaction in the long term.
Self-determination theory and motivating employees: three basic needs
Deci and Ryan's self-determination theory is one of the best-supported motivation theories. According to this model, every person has three basic psychological needs that must be met for sustainable motivation: autonomy, competence, and relatedness.
Autonomy It is about the need to make your own choices and have influence over your work. Employees who are allowed to help decide how to approach their work feel a greater sense of ownership. This does not mean that you, as a manager, let go of everything. It means that you focus on results and give the employee freedom in their approach. Effective to lead It is precisely about that balance.
Competence It revolves around the feeling that you are good at something and that you are growing. Employees who are challenged at the right level—not too easy and not too difficult—enter a flow. Give regularly feedback which is specific and constructive. Let employees know what they do well and where they can develop.
Connectedness is the need to belong and to have meaningful relationships at work. Teams in which people trust each other and support one another perform better. As a manager, you can contribute to this by organizing team activities, but above all by creating a culture where it is okay to be vulnerable and make mistakes.
Motivating employees: six practical ways
1. Know your employees personally
What motivates one employee leaves another cold. Some people want to advance to a leadership position. Others want to specialize in their field. Still others value the work atmosphere and flexibility most. The only way to find out what drives someone is to ask. Schedule regular one-on-one conversations that focus not on tasks, but on the person. What gives energy? Where do ambitions lie? What frustrates?
2. Give meaning to the work
People work harder and with more pleasure when they understand why their work matters. The Japanese concept ikigai This describes it beautifully: the place where passion, talent, societal contribution, and reward come together. As a manager, you can help by connecting daily tasks to the bigger picture. “Your analysis enabled us to present the client with a better proposal” is much more motivating than “Thanks for the report.”
3. Set achievable but challenging goals
Goals that are too easy are boring. Goals that are too difficult are discouraging. The art is to set goals that lie just outside the comfort zone, but are achievable with the right effort. The SMART method helps to make goals concrete and measurable. Involve the employee in setting goals, because whoever helps decide the direction feels more responsibility for the result.
4. Give recognition and appreciation
Recognition is one of the most powerful motivators, and it costs nothing. Yet, many managers forget it in the daily hustle and bustle. A sincere compliment, a personal thank you, or acknowledging someone's contribution during a team meeting can make the difference in motivating employees, between an employee who feels seen and one who wonders if their work actually matters.
Note: the appreciation must be specific and sincere. “Well done” is less powerful than “The way you handled that client meeting was really strong. You stayed calm when things got tough and ultimately convinced the client.” Specific feedback shows that you were really paying attention.
5. Invest in development
Employees who feel they are stagnating become demotivated. Offer opportunities for growth: training, workshops, coaching, new projects, or a mentorship role. It doesn't always have to be formal training. An employee who is allowed to shadow another team, give a presentation to management, or lead a new initiative grows just as fast.
Kenneth Smit offers various training courses that support employee development, from personal effectiveness to communication skillsInvesting in your team is investing in your own success as a manager.
6. Create psychological safety
Google conducted extensive research into what distinguishes the best teams from average teams. The most important factor was not talent or experience, but psychological safety: the feeling that you are allowed to take risks, ask questions, and make mistakes without negative consequences.
As a manager, you create psychological safety by leading by example. Admit when you make a mistake. Ask your team for input and actually act on it. Respond with curiosity rather than judgment when someone makes a mistake. Empathy is your most important instrument in this regard.
Motivating employees: recognizing and addressing demotivation
Sometimes the problem is not that you insufficiently motivate your employees, but that there are factors actively demotivating them. Common demotivators include: unclear expectations, a lack of autonomy, a conflictual work atmosphere, unequal treatment, the feeling of not being heard, and excessive workload with no prospect of improvement.
Signs of demotivation include: declining productivity, increased absenteeism, less initiative, withdrawal during meetings, and cynical remarks. If you notice these signs, start a conversation. Not with an accusation (“You don’t seem motivated anymore”), but with genuine interest: “I notice things are going differently than a few months ago. How are you feeling?” Good communication is the first step to breaking through demotivation.
Motivating employees: the role of leadership style
Je leadership style has a direct impact on your team's motivation. An authoritarian style is demotivating for experienced professionals who need autonomy. A style that is too free can cause insecurity among employees who still need guidance.
The most effective managers adapt their style to each situation and employee. Situational leadership offers a practical framework for this: you align your level of guidance and support with the employee's maturity in the task. A newcomer receives more instruction, an experienced worker more freedom.
Motivating employees remotely: tips for hybrid teams
With the rise of hybrid working, motivating has become more complex. You see employees less often, and non-verbal signals disappear. Nevertheless, the basic principles remain the same: autonomy, competence, and connectedness remain the pillars.
A few concrete tips for hybrid teams. Schedule a short one-on-one moment every week, even if it is only fifteen minutes. Use video calling instead of just chatting, because facial expressions provide a lot of information. Ensure moments of informal contact, such as a virtual coffee or a shared lunch at the office. And be extra mindful of your recognition: a personal message after a good performance carries more weight when someone is working remotely.
From motivating employees to inspiring
The ultimate goal is not to constantly motivate your team, but to create an environment where motivation arises naturally. This requires a shift in your thinking as a manager. Instead of asking, “How do I get my team to do this?” the question becomes, “What obstacles can I remove?” Employees are naturally motivated. It is the manager’s task not to stand in the way of that motivation.
Do you want to discover how to sustainably motivate and inspire your team? Check out our management training or read more about personal leadershipAt Kenneth Smit, we help managers get the best out of themselves and their team.
Extrinsic motivation comes from the outside, such as salary, bonuses, or appreciation from others. Intrinsic motivation comes from within, such as enjoyment of work, personal growth, or the sense of doing something meaningful. Intrinsic motivation leads to more sustainable performance and greater job satisfaction.
Start a conversation about what the employee still wants to achieve. Offer new challenges, such as a mentoring role, a new project, or the opportunity to share knowledge. Recognition for years of experience and expertise is also motivating. Avoid the assumption that long tenure automatically means someone has run out of things to do.
Practical application
Bonuses work in the short term for simple, measurable tasks. For complex, creative work, they can even be counterproductive, because the focus shifts from quality to quantity. Sustainable motivation comes from autonomy, competence, and connectedness, not from financial incentives alone.
Pay attention to signals such as declining productivity, increased absenteeism, taking less initiative, withdrawal in meetings, cynical remarks, and reduced involvement in team activities. The most important thing is to start a conversation as soon as you notice these signals, rather than waiting.