Motivating your team is a concern for most leaders. It’s not possible for every employee to be 100% motivated at all times. Distractions are inevitable; home life, major sporting events or simply not enjoying work can all get in the way of delivering on the job. At Forster, we’re lucky enough to do work that our team can – and do – feel passionately about. Focusing our work on protecting and improving lives goes a long way in keeping us engaged. But it also comes with its own set of difficulties. By the nature of what we do, our team has no choice but to be acutely aware of the issues facing our world. From the climate crisis to war to social injustice, it’s our job to understand not just what’s happening but why and how. It takes a toll.
There’s a wealth of research which shows the impact climate anxiety has on people’s mental health, and in some cases, how they choose to live their life; a 2022 study found 48% of people in the UK said their climate anxiety was making them question if they should have children or regret doing so. Anecdotally, it feels like not a day goes by where I don’t hear someone make a wry joke about ‘the world being on fire’. As an employer – and as an employer that’s dedicated to putting our people at the forefront of what we do – it’s important that wellbeing is an ongoing concern. This isn’t just the right thing to do, it’s vital if we’re going to motivate our team to deliver the best results for our clients – and the planet.
There are two elements to consider when it comes to motivation: wellbeing and channelling energy the right ways. The first is an ongoing concern because there isn’t a universal solution and needs constantly evolve. Allowing our team flexibility is part of the puzzle: we actively encourage them to turn off the screen and take some time to enjoy being outside. We incentivise keeping active through offering time off for every ‘active minute’ our team spends commuting and during their lunch break. We also encourage home-working and being flexible about when they start and finish for the day (at every level) so they can prioritise things that make them happy outside of work. We also try to foster an open dialogue – everyone gets anxious, everyone needs to take a break and everyone should be supported to do so. There shouldn’t be a stigma around finding things tough. We centre discussions around mental health, keep reminders around the office, and regroup as a team after big events to check in and focus on the positives (while acknowledging the bad).
The second element is about knowing that pretty much everyone wants to do a good job. We all want to make a difference in small and big ways – including (and sometimes especially) at work. But, it’s not always clear how we do that. As employers, we should be offering guidance on how best to channel enthusiasm and where our employees can make the most impact. For us, it’s also about combating the idea that the climate crisis is simply too bad, too awful and too far gone to do anything about. The fact of the matter is, we can all make a difference. That’s why we developed our Taking it Personally plan; putting people at the heart of our response. Not just those directly feeling the impacts of the climate crisis but also the team here. By focusing on the impact we’re having through our work (and volunteering), we show that change is possible. As part of this, we’re creating an integrated profit and loss account that will place a financial figure on the value created – or removed – for all stakeholders, including employees. This shows how important the work we do can be and helps incentivise the team.
Motivation is complex and while we can’t control everything our team is experiencing, we can make sure we’re mitigating the impacts. Wellbeing is so often banded around it can cease to have any real meaning, but by centring people at the heart of our business, we can make sure not to lose sight of our team. Then, by showing how best to channel our instincts to do good, we can ensure that our teams are satisfied and eager to turn on their computers in the morning.
Image credit: Credit: Quarrie Photography | Jeff Walsh | Cass Hodge