What Losing The Play-Off Final Taught Me About Incentives

This photo was taken in 2002 after brutally losing the Championship Play-off Final on penalties.

Yet while our manager - Nigel Worthington - looks visibly upset, I have somewhat of a wry smile on my face.

Not because I wanted us to lose that final, in fact, I desperately wanted us to win it.

But this was the best and worst day of my life.

On one hand, we’d:

• Lost the game.
• Not got promoted.
• And were still in the championship.

But on the other hand, I’d:

• Just played in front of 75,000 fans.
• Put in a great performance.
• And was extremely proud of that.

Notice the split there?

There are 2 realities of that day. A “We” reality that encompasses the team, and an “I” reality that just involves me.

On face value, this isn’t a bad thing by any means, in this case, both “realities” were perfectly aligned - both team and I wanted to win.

But if you don’t understand how to incentivise both parties, things can quickly go wayward.

This is one of the biggest issues I find when I work with corporate teams - they forget to incentivise the individual and the team is underperforming.

So how do you get team incentives right?

The key lies in recognising and balancing both collective and individual motivations. A unified team goal can drive cohesive effort, but recognising personal achievements keeps individual spirits high.

Here are some ways I’ve seen people approach this at the highest levels of football:

1/ Communicate It’s Good For the individual (Not Just The Team)

It’s easy to set a team goal, it’s hard to convince each individual that achieving that team goal is directly beneficial to them.

You need to ensure that each team member understands how their personal success contributes to the overall success of the team. This means highlighting individual achievements and showing how they propel the team forward.

Consider a salesperson, for example.

If their efforts not only contribute to the company's quarterly goals but also lead to personal bonuses or career advancement, their drive to succeed multiplies.

The same principle applies on the field or in the boardroom. Personal growth should never be sidelined, instead, it should be harnessed to fuel team success.

2/ Focus On Alignment

This is more simply written than executed, but you have to align individual goals with team goals.

This requires understanding each person’s personal ambitions and finding ways to integrate them into the team’s objectives.

For some it’s money, others status, but whatever it is… that goal has to be in harmony with the team.

A practical method is having regular one-on-one meetings where managers discuss personal goals with each team member and find intersections with team objectives.

You’d be surprised how often this is overlooked.

3/ Understand What They REALLY Want

If you offered some people a ￡5k increase or a promoted job title, what do you think they’d accept?

The truth is, you don’t know until you ask them.

Either way, people motivated by money will choose one. People motivated by status may choose the other.

It’s understanding each team members true motivation that is so key when it comes to incentives.

In football, some players have one singular goal of being the league’s top scorer. Others want a big transfer move.

The greatest managers always know which player wants what.

To get to that point involves deep conversations and genuine interest in each individual’s aspirations. Personal awards, specialised training programs, or leadership opportunities are easy ways to cater to these varied motivations.

By effectively balancing team and individual incentives, you can create a dynamic where both the team and its members are pushing towards the same goals, ensuring that everyone is motivated and engaged.

Remember, the journey to success in any field involves navigating both personal and collective challenges.

Mastering the art of incentives can make all the difference.