“Keith, I’m stuck,” the manager said. “No matter what incentive program I roll out, it always ends with my top performer winning. Everyone else checks out.”

“So, you’ve got your A player, B player and C player at the starting line. You fire the starting gun. What happens to the C player?”

“They don’t even bother running,” she admitted, “because they know they don’t stand a chance.”

“Instead of incentivizing them, it demoralizes them, I pointed out.”

“Now the B player gives it a try, until halfway through the race, they see how far ahead the A player is. So, they check out too & inevitably, the A player wins.

The very incentive you built to inspire the team, just demotivated 66% of it.”

“Here’s an experience I had you can relate to,” I shared.

After winning a sales competition, a manager handed her top performer a $5,000 check for crushing the quarter.

“Congratulations, well earned!” the manager said excitedly.

The salesperson shrugged. “Thanks.”

“Thanks?” The manager responded a bit confused. “I just gave you five thousand dollars. I’d think you’d be happier about that!”

The rep said, “Honestly, I’d give this check back if you told the team that I’m the best salesperson on the team.”

Recognition was more important to her than money.

Now, you may be thinking, “I’d take the money!” Sure, you might. But another salesperson may be thinking, “I can always make more money. I’ll take the recognition.”

Managers fall into the trap of assuming salespeople are coin-operated and what motivates them.

Or worse, the manager coaches in their own image. “This is what motivates me, so it’s probably what motivates them also.”

I challenged her. “What if, instead of you designing the incentive, they did? Ask your people what matters to them, individually.

Don’t assume.” Many people value other things over money.

It could be time off, leaving early to pick up their kids from school, a new account, public recognition, a promotion, company swag.”

“That’s the shift.” she said. “I’ve been trying to motivate a group based on what I assumed they wanted but they’re individuals.”

“Exactly. Don’t assume. Discover instead, using questions such as,”

1. What is most important to you in your career? In your life?
2. If you could design your perfect day, what would it look like?
3. If you didn’t have to work, what would you do with your time?
4. What makes you happy?
5. What inspires/motivates you to want to achieve more?
6. How do you like to be rewarded / acknowledged for a job well done?
7. What gives you a sense of accomplishment at the end of each day?
8. What would you like to spend more time doing (home/work)?

“I need to carve out time for those conversations,” she said.

“Yes. One-on-one. You’ll be amazed how differently people respond when what’s waiting at the finish line is something they actually care about.”

“That’s it,” she nodded. “No more one-size-fits-all bonuses.”

“Now you’re inspiring.”