The “Go-To” guy….every manager has one. You know who I am talking about, that person you count on for everything. Great person to have on the team to be sure, but by relying on them completely you are doing not only them but the rest of your staff a disservice as well.
Your “Go-To” can get anything done. They are fast and accurate and you trust them with all of the important assignments. Logical, I know, but the damage you are doing seems to defy logic and may happen so gradually that you don’t even realize there is a problem until it is too late.
Traditional motivational theories tell us that people need to have responsibility and need to feel valued to stay motivated. So by this logic, our top performer should feel great being relied on so heavily. But two things are at play here. First, it is important to note that one thing that can cause dissatisfaction is unfair treatment. Is it fair to keep burdening your A-player with extra work? Just because they can do it, does it mean they should have to? And let’s not forget the rest of your staff. How are they feeling when they see the “important stuff” going to the same person over and over? My guess is that they feel that you don’t trust them. That lack of trust (real or perceived) is a morale killer in and of itself.
The other consideration comes down to equity as well. Does the “Go-To” person receive compensation that is in line with the additional responsibilities or has it just become an expectation that this individual be given extra work or tougher assignments simply because you know you can count on them getting done? If the output (compensation) does not equal input (the employee’s capability and hard work), Adam’s Equity Theory, as well as others of course, tells us that the employee will become dissatisfied and will reduce effort, become disgruntled or disruptive and in extreme cases will leave the job, or should I say leave you?
The decision is not easy and will require work on your part but you have to choose to either distribute the responsibility (which is a terrific opportunity to allow other employees to shine) or come to the conclusion that you will continue on the current path knowing that there is a chance that eventually you will likely loose one or more truly valuable assets to your organization.
If you are shooting for higher productivity, look to psychology not policy. Productivity is the result of motivated employees. Motivated employees are not the result of policies….let me repeat that. Motivated employees are not the result of policies.
Managers worry about when employees come and go, when they take a break and for how long, how long they spend on the internet, and on and on. So their first instinct is to create a policy to limit what the employee can do. Sounds sensible, right? Hmmmm….I don’t think so.
To find out what really motivates employees, you need to have an understanding of motivational theories. Motivational theories are psychological understandings of what can inspire people to extend their abilities and to perform to the best of those talents.
There are many great theories out there and it is certainly worth the time and effort required to at least garner a basic knowledge of some of the most prominent. Maslow’s Hierarchy of Needs, Herzberg’s Two-factor Theory and Alderfer’s ERG Theory are three good ones to investigate.
You will find one theory after another out there and most have their merits. Bottom line is each will discuss what people need to be motivate in the workplace and most will discuss what can kill that motivation.
People want to feel trusted, they need to be able to express creativity, they want growth opportunities, they want what they give to their job to equal what they feel they get in return…not once will you hear that people want to inundated with rules, micromanaged and controlled. Yet, that is exactly what some policies do.
Now don’t misunderstand me, policies are necessary to run a smooth operation just as laws are necessary to have orderly neighborhoods. There is a line however, between laws for an orderly neighborhood and a military state where people are oppressed by the government. It is exactly the same with an organization and its policies- less can be more; more creativity, more trust, more loyalty and more productivity.
Understanding your employees and learning what motivates them will give you the productivity you are looking for without writing a single prohibitive policy. Give them a try!