If someone mentions a job involving longs hours, varied shift patterns, high levels of responsibility and a good standard of presentation, they could easily be describing a number of positions within the security sector. Key to the security role is motivation. That being the case, let’s take an open look at motivation and how it fits into the security sector. Please don’t see this is a ‘How To…’ Guide, though. The fact is, there is a very subjective factor involved when it comes to motivating (either at team or departmental levels). How a manager will motivate staff may depend on the nature of the role or company resources, as well as the actual personality and experience of the manager involved. Even the working environment and the group dynamics can affect the way motivational tools or principles might be applied.
Quite often, the subject of motivation is dressed in the rather safe and familiar garments of management terminology. The basic principles of motivation usually conveyed in books, features and presentations are those trusted, established principles that have been embraced and championed by training consultants throughout the commercial and public sectors. Not that there is anything wrong with this. At the same time, what may be said about the manager who can find other more unique motivational tools to keep operations running smoothly? How much value is there in searching for non-standard ways of generating motivation? Provided motivational methods are kept firmly under the professional banner, and they comply with relevant employment legislation; then perhaps it’s healthy to look at the subject of motivation from diverse angles.
Divesting responsibility to staff
One of the ways some managers motivate and inspire staff is by giving them new responsibilities. When an individual is given a new responsibility, they may feel as if their skills and talents are being acknowledged. They may relish the opportunity to apply their training and their abilities in another area. The person concerned may associate this new responsibility with a sense of progression within the company. Even if the gaining of a new responsibility does not directly equate to a promotion; it should convey to the person that someone further up the chain recognises their potential. Of course, as many managers appreciate, and as we have already discussed, the application of motivation can be a subjective process. In this case, where you have a security manager offering new responsibilities to a member of staff, this could be effective as a motivational tool; but much depends on the individual concerned.
Let’s imagine that this member of staff works as part of an in-house security team. He carries out monitoring duties and checks a steady-to-quiet flow of visitors to the building. Perhaps his busiest period is during the morning, when office hours begin. Then as the day progresses, there are less visitors and so for the member of the team, the remaining hours of the shift seem to pass by at a much slower pace. Now, if it appears that this individual seems bored and unchallenged, he may well welcome the chance to take on some new responsibilities. In which case, his motivation level may increase.
On the other hand, what if this person runs a busy Front-of-House desk where the phone never stops ringing, delivery drivers are constantly appearing and numerous computer entries have to be made? It is a very different picture! Here, the person may feel that they’re under pressure and that their multi-tasking skills are being stretched to a high level. Perhaps they are new, and it is taking them time to adjust to the shift. So for this individual, the gaining of a new responsibility may simply present them with added stress. This brings us to a previously mentioned issue – motivational methods need to be adapted to the setting.
An active interest in staff morale
There’s a fine line between awareness of staff feelings and over familiarity. At the same time, a manager who is aware of personnel’s work-related difficulties and overall attitude to the job is more likely to understand what may motivate the person. This type of manager who takes an active interest in staff morale, at individual and team level, should find it easier to develop effective communication channels with team members. With a bit of empathy and awareness, it should help them to apply the right motivational tools. On the other side of the coin is the manager who places all their awareness on staff performance levels. The danger here is that the staff may start to feel like mechanical drones working within the cold depths of a machine.
Computers can install: managers can instil
Returning to the subject of responsibility, some managers are very good at communicating with staff in an inspiring capacity. They don’t necessarily pass on a new responsibility to their staff. What they are able to do is pass on a distinct sense of importance about the work being carried out by staff. In other words, they are instilling a feeling of responsibility into staff. Sometimes if a manager or team leader is able to show how serious or crucial they themselves perceive the department’s role, this in itself can rub off on staff. In the security world, it may in some respects be easier for managers to convey a sense of importance, even urgency, about duties and objectives. After all, quite a few security roles genuinely carry with them a significant responsibility relating to the protection and safety of people, property and premises.
A reminder never hurts
People often enter their new job with reasonable awareness about the sense of responsibility connected with their role. The impact and seriousness of their role may have been conveyed through the initial interviews and via the regular training programmes or inductions. Then, as the months progress and the person becomes comfortable with their routine, those powerful introductory words delivered by energetic trainers and managers about the vital nature of the job start to fade.
As people gain confidence in carrying out their role or if they suddenly start to feel that breaches of security are unlikely, they can become complacent. The danger here is that when motivation ebbs, other negative factors can spill into the workplace. For this reason, there will be times when a manager will feel the need to reignite that sense of responsibility and remind the person of their original level of motivation.
Adapting to rough waves
Some managers may feel that within their security team there exists a good level of motivation. Performance levels may be solid and the general atmosphere may appear industrious. The thing is there are always going to be those unexpected incidents or moments that cause a sudden jolt to the working environment. For example, a procedure is not carried out correctly; a careless mistake has been made. Or perhaps a member of staff faces disciplinary action due to misconduct. Incidents or events such as this can suddenly impact upon the harmony of the workplace. Morale levels can start to drop and what was once effective teamwork can become tainted by waves of tension. It’s at times like this when good motivational skills come back into play.
When a department is under pressure or has been disrupted by a particular event, it is not always going to be feasible or realistic to expect managers to suddenly start sounding the horn of motivation. The thing is, we don’t have to associate good motivational skills with incentives, benefits or new team building activities. How about the concept of reducing tension levels? Rather than focus on the introduction or installing of positive motivational factors; it may first be necessary to reduce or dilute the negative factors that have jeopardised team spirit.
A two-way communication channel
If an incident or action has resulted in some tension spilling into the workplace; it may weaken motivation levels. In the aftermath of such an incident, some managers will be able to filter the tension away quite effectively. In doing this, they allow motivation levels to return to a decent level. There is one particular method that managers across a wide selection of industries have been able to harnesS – the ability to listen. Under the right circumstances and parameters, a two-way communication channel can prove most useful. Some personnel will greatly appreciate the ability to voice concerns and work-related problems to management level staff. Even if the specific issue that caused their discontent can’t be resolved in the way they wanted; some tension may be diffused when they are able to share their thoughts. Indeed, the realisation that there is someone at management level willing to listen can be very reassuring to many employees.
There are also managers who use the listening approach in order to encourage staff to share their constructive ideas, experience and insights. By encouraging staff to generate ideas or provide feedback regarding a work-based procedure, a manager is igniting the motivational currents. Some people are particularly motivated and inspired when they are able to actively contribute ideas and personal input to the workplace. In allowing this sharing of information to take place, a manager is showing acknowledgment. The concept of acknowledging staff, whether it is in regards to their performance or their views, is recognised as another proven motivational tool.
The principles of listening and acknowledging are all key components of communication. Something else to consider is the way information or instructions are passed on to staff. These days there are numerous courses relating to the subject of communication. Regardless of the depths to which one wishes to go with this training, many would accept that when it comes to motivation, good verbal skills go a long way. Intonation, eye contact and word selection can all play their part. There are also times when good old-fashioned energy, optimism and enthusiasm can help a manager to convey information successfully.
Career development: education in the role
One of the other things that can motivate some individuals is the ability to develop within their occupation. That being the case, this is where the security industry has some advantages. With the recent developments and regulating of the industry, there are now a number of structured and well-established training courses that can help security personnel to learn new skills and grow professionally. The right training course can, in itself, have some motivational value. Staff can be motivated when they acquire skills that help them to carry out their role. In the security world, some courses are useful in that they can help personnel to handle the more high risk situations. the other aspect to training and development is that, to some extent, it affords staff the opportunity to motivate themselves.
More than one path
So it does seem that there are many different paths to motivation that can fit into the security industry. So far we haven’t even considered some of the more standard methods such as team building activities, social events and other more distinct ways of acknowledging staff efforts; such as the introduction of an Employee of the Month scheme.
We have looked at how the application of motivational tools must be adapted to each particular working environment. At the same time, in relation to subjectivity, it’s important managers ensure that their approach to motivation is recognised as fair and that it complies with relevant employment legislation. It may also help managers if they are aware of those factors that can de-motivate, dishearten or disrupt team members.
Someone might ask the question: “What represents a good motivator? Is it someone with energy, vision and drive? Is it someone who knows people?”
Either way, motivation is a potent resource that’s ready to be harnessed.
Aran Dharmeratnam is a trainer specialising in self-defence and awareness, and an active contributor to Security Management Today