Full Answer Section

• Short-term Results/Effects (on employees and organization):

  • Employees: Initially, there was a brief surge of camaraderie fueled by the shared suffering and sugary snacks. Some team members did put in extra hours, driven by the immediate gratification of the gift cards and the allure of the “big celebration.” However, this quickly devolved into burnout, exhaustion, and resentment. Morale plummeted as the deadline loomed closer and the reality of the impossible task set in. Sleep deprivation led to errors, and the overall stress levels were palpable.
  • Organization: We did manage to hit some of the interim milestones, though the quality of the work suffered. The organization gained a temporary perception of progress. However, the project ultimately missed its final deadline significantly. The “big celebration” never happened, further eroding trust. The cost of all the pizzas and gift cards was minimal compared to the cost of the delayed project, the eventual need for extensive bug fixes, and the turnover of several key team members who left shortly after due to burnout.

• Long-term Results/Effects (on employees and organization):

  • Employees: The long-term impact on the team was overwhelmingly negative. Several top performers, disillusioned by the unsustainable pace and the feeling of being manipulated rather than genuinely supported, left the company within six months. Those who stayed carried a heavy burden of cynicism and disengagement. Trust in leadership was severely damaged, making it harder to motivate the team for future projects.
  • Organization: The company developed a reputation for burnout and unrealistic expectations, making it difficult to attract and retain talent. The technical debt accumulated during the rushed project continued to plague future development cycles, costing significantly more in the long run. The “junk food” approach did not create a sustainable high-performance culture; it created a revolving door.

“Health Food” Motivation: Empowering Ownership and Growth

Conversely, I experienced a “health food” approach at a non-profit organization where I managed a small team responsible for program development.

• Manager’s Approach: My manager focused on providing context, fostering autonomy, and investing in our growth. Instead of dictating tasks, she would explain the “why” behind projects, linking our work directly to the organization’s mission and the impact on the community. She consistently asked for our input on project planning and execution, giving us significant ownership over our areas. When challenges arose, her first question was always, “What support do you need?” rather than “Why isn’t this done?” She also actively sought out professional development opportunities for us, encouraging us to attend workshops, pursue certifications, and even lead internal training sessions.

• Short-term Results/Effects (on employees and organization):

  • Employees: In the short term, the team felt respected and trusted. This led to increased initiative and proactive problem-solving. People were willing to go the extra mile not because of external rewards, but because they felt a strong sense of purpose and ownership over their work. Discussions were open and collaborative, leading to quicker identification and resolution of immediate issues. We often found creative solutions without needing constant oversight.
  • Organization: Projects moved forward efficiently, often with higher quality due to the team’s engagement and personal investment. The open communication fostered by the manager meant potential roadblocks were identified early, preventing larger crises. The immediate environment was one of psychological safety and high productivity.

• Long-term Results/Effects (on employees and organization):

  • Employees: The long-term effects were profound. The team members developed a deep sense of loyalty and commitment to the organization’s mission. Their skills grew significantly, leading to increased confidence and career satisfaction. Turnover was extremely low, and team members were highly engaged and resilient, even when facing challenging periods. They became advocates for the organization and its culture.
  • Organization: The non-profit benefited from a stable, highly skilled, and self-motivated workforce. This translated into consistent innovation in program development, strong community relationships, and effective utilization of resources. The reputation of the organization as a great place to work attracted new talent, creating a positive cycle of growth and impact. The “health food” approach fostered a culture of sustainable high performance and genuine purpose.

Action Steps as a Manager Using Long-Term Motivational Approaches:

Based on these reflections, as a manager, I would take the following action steps to implement long-term, “health food” motivational approaches:

1. Cultivate a Culture of Purpose and Autonomy:

   • Action: Regularly connect daily tasks to the broader organizational mission and impact. Clearly articulate the “why” behind every project. Empower employees by giving them ownership over their work, allowing them to choose how they achieve goals rather than micromanaging the “how.” Delegate not just tasks, but responsibility and decision-making authority where appropriate.
   • Rationale: This taps into intrinsic motivation (purpose and autonomy), fostering a sense of meaning and control over one’s work, which are key drivers of sustained engagement.

2. Invest in Competence and Growth:

   • Action: Conduct regular 1:1s focused on career development and skill gaps, not just performance reviews. Actively seek out and support opportunities for training, workshops, mentorship, and cross-functional projects that allow employees to learn and grow. Provide constructive, specific feedback that focuses on development rather than just judgment.
   • Rationale: When employees feel they are growing and becoming more competent, their confidence and motivation increase. This long-term investment signals that the organization values them beyond their immediate output, fostering loyalty and a commitment to continuous improvement.

3. Foster Relatedness and Psychological Safety:

   • Action: Promote open, honest, and respectful communication within the team. Encourage collaboration and peer support. Create an environment where it’s safe to make mistakes, ask for help, and voice concerns without fear of retribution. Celebrate team successes and acknowledge individual contributions.
   • Rationale: Humans are social creatures, and feeling connected, supported, and psychologically safe within a team is crucial for well-being and engagement. When people feel valued and connected, they are more resilient and willing to take risks.

By consciously moving away from transactional “junk food” tactics and embracing these deeper, relationship- and growth-oriented approaches, I believe managers can build truly motivated, engaged, and resilient teams that contribute sustainably to organizational success.