Managing the workplace end of year blues
As we enter the homestretch towards the Christmas holidays and for a lot of people, a well-deserved and much needed break from work, it seemed apt to consider how we beat the end of year workplace blues. On reflection, these blues as we like to call it, or perhaps it’s more of a slump for others, can be linked to motivation. So really, the issue isn’t around managing workplace blues, the key question is, ‘How do we stay motivated as we wrap up for the year?’
The end of the year can make people and organisations feel differently, it’s like anything really. For some organisations, the end of year means a fast dash to the finish line to meet deadlines, KPIs (Key Performance Indicators) and organisational objectives. For others, it’s a chance to take a step back and reflect on the year that was, and importantly, the year that lies ahead. It’s an opportunity for self-reflection and a broader, birds eye view of the organisation and the people that make it.
With this in mind, let’s take a deep dive into motivation. This HBR article, although several years old, still holds up. He says the key for leaders is ‘…to find ways to activate employee’s seeking systems.’ In other words, we know that as human beings, we want to feel motivated and to find meaning in the everyday things that we do. Following our urges, triggers, and motivators jolts dopamine (that burst of motivation and pleasure through our systems), which makes us want to engage in these kinds of activities more frequently. This is the activation of our ‘seeking systems’, promoting motivation, purpose, and zest.
So really, the key for leaders is to find ways to activate employee’s seeking systems. The author cites three key nudges for all leaders to consider when trying to amplify motivation.
Self-expression: as human beings we want to share who we truly are, sharing our creativity, innovation, and expression. Leaders can support their teams to draw on their unique skills and perspectives in the workplace. It could be as simple as encouraging staff to create their own job titles to highlight their unique place within the team.
Experimentation: we can link the notion of experimentation to change and innovation. Encouraging teams to consider new ways of doing things stimulates their creativity, problem-solving and team building skills. These are all win-win behaviours for any organisation.
Purpose: Purpose is ignited when ‘…we can see the cause and effect between our inputs and team’s progress.’ Like any part of our lives, we feel more connected to our work if we can see how our unique skills and contributions impact and helps other people.
However, it’s important for leaders to be consistent with activating their team’s ‘seeking systems’. This can be done through consistent recognition of good work, but also through encouraging people to draw on their self-expression, experimentation, and self-purpose.