How to stay motivated when adversity strikes

Transformation can strike under the garb of a crisis. It overrules the pre-decided plans and throws the entire system out of control. There is no other alternative left other than adapting to the changes so as not to be left out and left behind on the road to development.

In such scenarios, it is expected of the leadership to maintain calm despite the chaos and lead toward a new direction. This survival mode needs the coordination of the entire workplace community. When all the people in diverse roles and with different capabilities come together to make it work, the fight-or-flight situation eventually transitions to success.

However, similar to the diversity in strengths and situations, the reasons behind everyone’s motivation also differ.

A research study conducted by CCL also dug deep into internal and external factors that influence an individual’s motivation. The connections among motivation, engagement and productivity were indicators that must not be ignored, especially in times of adversity.

What solutions are devised to maintain the motivation needed to navigate through the crisis?

Make communication your priority: Clear and consistent communication is tough, even on regular days. Add uncertainty to the mix and expect conversations to enter a void. You can plan proactive procedures that need to be acted on during emergencies or seek support from an external third party, but nothing can come to the rescue unless the people you work with are willing to interact with one another.

Sudden changes demand that you implement and execute operations at a faster pace. But what if I am unaware of the stress they are causing my people? I doubt that any organization can pull through without paying heed to the wellbeing of their employees. The tool that aids the smooth flow of processes is honest feedback. Making a psychologically safe workplace culture is therefore my top concern. So, when an issue, personal or work-related, becomes a hindrance to maintaining an employee’s optimal performance, several communication channels are in place to become the medium to convey the message.

Recognize and validate efforts: Small recognition practices go a long way. According to Gallup’s report, “Empowering Workplace Culture Through Recognition," 72% of employees who had had affirmative experiences expressed that their organizations recognized their efforts on “little things." Regardless of our role or responsibility, we all seek the acceptance of the people around us. From the curious intern to the experienced veteran, they all need periodic recognition of their initiatives.

What I like to do is ask about the thought process and the challenges faced during the execution of the involved project from my people. This gives me an insight into what I can contribute to their growth, whether it is recognition, resources or the right direction. Most often, it is the first option; employees just need a nod that their ideas and instincts are valid. Once validated, they experience a boost in their confidence, which gives them the creative liberty they need to experiment and make errors. Adapting is a prerequisite in the digital age, and what we have learned is that the objective should be reinvention. Because those who stop risk losing it all.

Create learning and development opportunities: This is often the next step after the cognizance of the lack of something. It could vary from a shortage of talent and inadequacy of resources to the unavailability of experts and the inaccessibility of learning opportunities. Following the path of CCL, I ensure that EDI is not only professed but also practiced. Beginning with raising awareness regarding the relevant opportunities, it is made a priority that they are equally accessible to everyone.

I don’t believe in the belief that everyone is the same. My motive remains to acknowledge the differences in our dissimilar journeys. Only after accepting that these variances have created abundance and lack of privilege can we make choices that will help reduce these demarcations. From creating free and funded, on-site and remote, learning and development opportunities to making the already established networks available to the workplace community, a meaningful impact can be made. In a fair workplace where people, irrespective of their gender, race, sexual orientation, or hierarchical level, have their personal opinions given safety, they seek out chances to broaden their horizons and establish new goals.

Leadership cannot motivate people with only raises or promotions; people need to be recognized for their efforts and encouraged to be better to feel motivated.