One of the questions that arose recently in a Q&A forum I was facilitating for a group of leaders was about the carrot and stick approach to managing performance.
The thing about a carrot and stick is that there are just two things involved… quite obviously a carrot and a stick, are metaphors for a reward or a punishment. This or that… carrot or stick… reward or punishment presents as binary. Two options, one winner and one loser. In reality, though it may not be binary at all.
In a work context, the carrot and/or stick approach is often connected to managing performance. Do this and you get this, do that and you get that. We try to motivate by demonstrating the potential reward or punishment, in an attempt to influence choices and behaviour that can impact performance. We think that demonstrating the “stick” will coax the “right” choices or behaviours that will lead to better performance.
Motivation is the real thing we are often trying to encourage when we are managing performance. However, we focus on the outcome we are trying to achieve by showing the carrot or the stick, rather than the process before the outcome which is where motivation plays the lead role.
How motivated are you when you feel like you’re under threat? Of course, it’s all relative depending on the situation, however, usually motivation by threat doesn’t feel very motivating. So why do so many leaders still rely on the “stick” approach?
It can look like this:
“If you don’t meet your target you will miss out on your bonus.”
“If you don’t change your behaviours you will receive a warning.”
“If you don’t meet your KPI’s you will not be promoted.”
But what if we changed these carrot and stick statements to questions?
“How can I support you to reach your target?”
“I wanted to talk to you about how some of your behaviours are being interpreted. Are you open to discussing this? I know this can be hard to hear, so I want to let you know that I am here to support you.”
“I am really keen to support your development and promotional opportunities. How can I help?”
In rephrasing these statements to questions, we are inviting a dialogue and we are empowering the individual to consider what they need to motivate them. The power balance is more equal. It presents the opportunity for a supportive conversation that does not feel like a threat. Most importantly it goes from a binary this or that, to a mature and open conversation. This builds trust, connection and engagement. Much better ingredients for motivating your team.
How often are you inadvertently or intentionally using carrot and stick statements, and can these be rephrased to encourage an open discussion that presents more opportunities for motivation?
Rita Cincotta writes, mentors, and speaks on individual and team performance, leadership development, resilience and new ways of working. She works with organisations to develop human centred solutions that help people and businesses to thrive.