Positive reinforcement is a touchy-feely approach to management. As long as it is used appropriately, positive reinforcement is the most powerful tool a manager can wield. It is not about giving compliments or gifts to everybody, turning a blind eye to poor performance, or making everyone happy at the same time. The strongest leaders use positive reinforcement and use it with precision.
I can't motivate anyone; motivation comes from within. Since motivation differs from person to person, it's easy to think we can't control it. In fact, the reason some people consistently perform at high levels is because of reinforcement they've received in the past: from parents, teachers, former and current bosses. Ignore these people for long enough, and they'll eventually stop performing. The same is true for poor performers: Experience tells them that extra effort is not worthwhile. Prove them wrong with sustained positive reinforcement.
It's their job; it's what they're paid for. I shouldn't have to motivate them. If all you want from your employees is the minimum effort required to keep their jobs, then this approach works just fine. But if the only available reinforcement is not getting fired, don't expect any extra effort. People are smart and, once they have met your minimum requirements, they will apply their spare energy and effort to tasks with worthwhile consequences.
If I give too much positive reinforcement, people will become complacent. Actually, the opposite is true. When people receive positive reinforcement, they will repeat that behavior in hope of more reinforcement. They will also try to do better each time. This is how people develop passions. A corollary of this myth is that positive feedback should include suggestions for improvement. At best, this neutralizes the positive message. At worst, employees only perceive the negative.
If I give too much positive reinforcement, people will expect it each time. This can occur, but not because of too much reinforcement. Common mistakes: The same tangible rewards are used too often, rewards are given indiscriminately, or rewards are given on a constant schedule. To avoid this, always make it clear what you are reinforcing, vary your tangible rewards, and remember that people never get tired of social reinforcement.
Positive reinforcement needs to be tangible. In fact, social reinforcement is more powerful, and it costs nothing to give. Tangible rewards have benefits too: They can serve as a lasting reminder of an accomplishment. Just make sure you choose tangible rewards that people actually like (hint: money doesn't have the same impact on everyone). Combine social and tangible for the biggest impact.
It seems to me that many of the misconceptions about positive reinforcement stem from people not necessarily understanding what "positive reinforcement" means. It doesn't mean that once a month you have "Everybody Gets a Trophy day," rather it means that you've created an environment where people strive to do their best because there is a direct correlation between doing well and some sort of positive outcome for the employee.
ReplyDeleteThe "It's their job; it's what they're paid for. I shouldn't have to motivate them" attitude is the exact opposite (aka Negative Reinforcement), where the positive outcome is simply having a job and people strive to do their best just to avoid losing what they already have.