Mad about your work: can management fuel a fervor for work in employees? Or does motivation come completely from within?

Neiman Marcus super-saleswoman Ellen Herz was profiled in a recent issue of The Washington Post, whose reporter aimed to find out the force behind the seller of more than $750,000 worth of merchandise annually. Herz's explanation for her success centered on her lifelong love of retail, in which she has been involved for 50 years, and the surge of excitement and energy she feels when she finds the perfect dress to flatter a customer's figure. She stated her philosophy: "There are two things you need in life: You need something you love to do, and you need someone at home."

The vice president and general manager of the store in which Herz works called her loyalty "legendary. . . . No matter how deep the snow, she's the first one at work," Martha Slagle told the Post. "Her dedication to her job is unsurpassed. I'm in awe of her."

If only everyone had Herz's zeal. But, alas, legends are few. If article topic requests received by ASSOCIATION MANAGEMENT are any indication, inspired employees are hard to find and hold, for many association executives are seeking suggestions of ways to motivate their staff.

In research for this article, the question of how to strengthen employee enthusiasm drew responses ranging from the clear-cut ("Bring in pizzas") to the complex ("Bring in an organizational development consultant"). All in all, executives appeared eager to express their views about the issue of motivation, and it provoked some emotional responses. One online discussion went down a generational path, with professionals in their 20s arguing against being stereotyped as unmotivated and lacking in organizational loyalty. For some of the people interviewed, the question wasn't easy - here's how they had tried to motivate staff, here's what they thought had worked. But for one executive who described a happy and productive staff with little turnover, the question was a snap.

From the following mix of comments you may find an insight or method that makes the most sense for your association. You may even come across a kindred spirit among the respondents to "What fires you up?" (see boxes) or develop a new outlook on the way you spend your Monday-through-Friday (and perhaps weekend) time.

Going back to two management masters

"I believe that Frederick Herzberg had it right on motivation," says Henry Ernstthal, CAE, referring to the renowned management educator, consultant, and writer whose 1968 article in the January-February Harvard Business Review - "One More Time: How Do You Motivate Employees?" - is on the journal's classics list. Ernstthal, a Washington, D.C.-based management consultant and educator who has been at the helm of two associations, puts Herzberg's principles in a nutshell: "Certain things have to be present to avoid demotivating or dissatisfying employees: competent supervision (both technical and interpersonal), good working conditions, good relationships with one's colleagues, and the perception of a fair salary. But the presence of all these elements does not lead to motivated employees." Quoting from Herzberg's article: "The opposite of job dissatisfaction is not job satisfaction, but no job dissatisfaction."

Elements necessary for motivation. Once an employee's needs are met through the presence of the dissatisfaction-avoiders, Herzberg wrote, motivation can arise through

* the opportunity for achievement;

* recognition tied to specific achievements;

* the work itself;

* responsibility; and

* personal growth and advancement.

Only dissatisfaction avoidance, not motivation, is accomplished through such common organizational motivation attempts as adding fringe benefits, Herzberg pointed out, and salary increases are merely short-term motivators.

Delegating responsibility is key. "The thing most managers do not do well," Ernstthal mentions, "is delegate clearly and courageously so that the achievement can truly be perceived to be the employee's and not the boss's. To be an effective leader, you've got to push big chunks of responsibility downward. This goes back to Mary Parker Follett in the 1920s [whose pioneering concepts are presented in a collection of her 1925-1933 writings, Mary Parker Follett, Prophet of Management, published in 1996 by the Harvard Business School Press]. Empowerment is not new stuff. The reason it's not done more is because people are risk-adverse and nervous about letting go of authority."

Naturally, Ernstthal aimed to model the principles of the management masters when he served as executive director at the California Dental Association, now in Sacramento, from 1974 to 1978, and at the Society of Nuclear Medicine, now in Reston, Virginia, from 1979 to 1989. In explaining his thoughts about delegation and its key tie to staff motivation, Ernstthal uses a meeting planning example: "As executive director, you can go to the meeting manager and say, 'We're having an annual meeting in a year. Here's the outline and a step-by-step plan. There are 350 steps, and I want you to go study this book, look at steps 1 through 5, and come back to me when you're sure you understand them so I can test you on them before you do anything.' At the other end of the delegation continuum, you can do what I tended to do, which was to go to the meeting manager and say, 'The annual meeting is coming up in a year. Tell me when it's over.'"

What were the results of giving a staff member that much responsibility? "Start with the fact that I did the underlying groundwork - which is, making sure I had somebody good and was clear on the objectives of the meeting," Ernstthal responds. "And the result was that we had great meetings."

He advises: "You find people who you think have the aptitude for the task; you assure yourself that they're trained and oriented to the task and that they understand the objective; and then you get out of the way and hold yourself available as a coach. That's classic delegation."

Inspiration from within

Ernstthal acknowledges that motivating is not something management can simply do to a person. But, addressing top managers, he says, "you have to be sure that you create an environment where motivation can appear if a person has it. On the other hand, you can certainly kill motivation."

Several executives commented that much motivation comes from within rather than from outside elements.

Carla Smith, executive director at the Center for Healthcare Information Management, a 10-staff association in Ann Arbor, Michigan, believes that people employed by associations, which she categorizes as "values-driven," have an advantage over counterparts in "sales-driven" for-profit organizations. The drive behind an association, she says, is "inherently more satisfying.... As staff members, our passion can emerge and be nurtured.... [Associations] are in existence to help make our world a better place in which to live. I think that an association's goal is to find and empower employees who have that internal passion and the willingness to dedicate themselves to making a difference in our society."

Keep it alive. Still Smith opines that "it is the responsibility of the association executive to keep this passion in the office atmosphere." She has two suggestions: "During one-to-one meetings, search for that passion and feed it. During staff meetings, offer employees motivational talks about the critical role associations play in society."

Pure joy of work. Elliott Alvarado takes a different twist on the from-the-heart aspect of motivation. The executive director of the Honolulu-based Organ Donor Center of Hawaii states, "I don't believe it's appropriate to compare jobs on the basis of social value. If we were to do that, then garbagemen should be on the top of any list. I don't think it's the work itself that brings on motivation - that is, if it's a good cause I will work harder at it. The only thing that [motivates] is the joy of work itself." He, too, studied Mary Parker Follett's writings and relays a quote: "The reward for all activity is greater activity."

Make perfect matches. Glenn Tecker, president and chief executive officer of Tecker Consultants, Trenton, New Jersey, brings these insights to the discussion: "True motivation occurs when what a person wants to be happening in his or her life is well-matched to the opportunities that work provides. When this match is not present, it is almost impossible for an organization to provide 'substitute motivators.' If formerly motivated employees have become demotivated, it is likely that a match that was once present has eroded." Noting that a variety of reasons, including a change in the organization's needs or culture, can trigger the erosion, he adds, "Cause doesn't seem to really matter. Motivational programs are usually at best a response that returns productivity to minimally acceptable levels."

So Tecker recommends trying to make the best match from the start. Pay attention during the selection process, he advises, "to attitudes and intellect that reflect excitement about the prospects of being part of something that is valued."

Garis Distelhorst, CAE, agrees. While the chief staff officer of the 80-employee National Association of College Stores (NACS), Oberlin, Ohio, supports programs to assess and enhance staff satisfaction, he believes it's necessary to also seek out work spirit during the job-candidate stage. Says Distelhorst, "You shouldn't hire people that you don't sense have the energy, attitude, sense of humor, chemistry - whatever the words are that you use to determine: Will that person fit in our culture?"

The power (or weakness) of money

Does an employee approach work with renewed relish after receiving a pay increase or bonus?

A number of executives who considered the cash question came out on the side of Herzberg, saying that financial incentives and rewards have short-lasting effects.

Kelly Guncheon, CAE, offered this opinion based on his current experience as executive director of the California Primary Care Consortium, San Francisco (two staff), and his previous work with the California Medical Association, San Francisco, where he supervised a staff of four: "Certain individuals, such as advertising salespeople, are primarily motivated by money because of the way their compensation packages have been arranged; others are motivated by money because of their personal value systems. However, I think that for most people the motivation and reward effected by monetary compensation is transitory, and that once the money is either spent or assimilated into their paychecks and monthly budgets, the incentive to perform fades."

"There certainly are individuals who judge their value by comparing their salaries to others," says Distelhorst, "but, in general, I think people would rather feel like they are appreciated for doing a good job than make $10 more a week.

"If people feel they're being taken advantage of," he continues, "and that their value to the organization is much more than they are being paid, that's a problem. We try to make sure that doesn't happen here." Distelhorst notes that after surveying wage and benefit packages within the association community, he shoots for the middle compensation road, and that appears to be working at NACS: "We don't hear that people feel like they're being taken advantage of compensation-wise."

Assessing staff satisfaction

Distelhorst did hear from staff about some other things when he conducted an employee leadership survey earlier this year. The survey was the latest of efforts he initiated two years ago, when he brought in an organizational development consultant to assess the human resource programs at NACS, which was about to undergo a major reorganization. The reorganization, which changed a lot of reporting relationships, was "pretty upsetting to some people," Distelhorst notes.

Critical factors of leadership affecting staff satisfaction. After the reorganization, NACS consultant John Osborne, principal of Cardwell Group, Westlake, Ohio, asked staff to evaluate the critical factors of leadership by top management that are tied to employee satisfaction:

* defining the purpose of the organization;

* establishing clear goals for employees;

* providing resources and support;

* providing feedback about performance; and

* giving recognition.

Relaying the survey results, Osborne reports, "NACS came out quite a bit better than the national norm [for all industries, not associations in particular], and Garis, as an individual, came out certainly better than the national norm. Overall they've done very well in establishing clear goals, making sure that everyone understands what it is that they're supposed to be doing and what they're accountable for. Like any organization, I think what frankly they could improve on is providing better, more effective feedback."

Distelhorst adds, "After the reorganization took place, feedback to people about their progress and so forth just wasn't at the level it should have been. Also recognition - the reinforcement that helps people do a better job and feel that what they're doing is valued by the people they work for - when our employees filled out these surveys, they said that we need to be doing a better job at that."

Chief executive's performance affects everyone. Many efforts by organizations desiring to enhance staff satisfaction are off the mark, according to Osborne. "Most associations I've worked with have spent a lot of time and energy with regard to facilities. They've done a lot in making sure they have the latest in technology, for example; they've done all kinds of things environmentally to provide employees with the best [things] possible." But, he tells top managers, "if you're looking for where the gold is buried in motivating employees, you've got to look in the mirror." He notes that if the chief executive exercises the critical elements of leadership mentioned earlier, "you will improve your overall employee satisfaction." Adds Osborne, "It's just common sense; it's just unfortunately not very common."

With the feedback from the survey, Distelhorst and his top management team are working toward improvement in the areas of feedback and recognition. A measurement of their success will be the second employee leadership survey, to be conducted next year.

Aligning individual and organizational goals

The 115-employee American Gas Association (AGA), Arlington, Virginia, is awarding financial incentives through a new "performance management system" aimed at ensuring that individual and organizational goals are aligned. Although the program's primary purpose is "to make sure the association stays on track," says Mary Miller, chief human resources officer, "it's certainly meant as a motivator, too." In addition, AGA has been distributing bonuses through a new program tied to all-staff achievement of the association's overall goals. Plus a "spot award" program has been in place for a couple of years. Miller describes the awards: "You can get immediate recognition of a specific task that you've accomplished extraordinarily well." The award can be in the form of cash, dinner for two, theater tickets-anything that the person recommending the award feels is appropriate. Miller points out that the recognition that AGA's honors bring often has as great an impact as the financial awards.

Despite the ability that financial incentives may have to trigger desired organizational results, Miller mentions a less concrete element as critical to staff motivation. "I think if I had to identity one single thing, it would be clarity," she says, "clarity of knowing where the organization is going and then communicating that to people. People want to perform well; yon just have to tell them what the expectations are. I think it's incredibly demotivating for the organization to have a lack of focus and to change the rules on people. Certainly the goal of all these programs at AGA is to make sure that what we're doing with our time is really supporting the priorities of our members."

Perks and family-friendly policies

Ross Kinzler, executive director of the five-employee Wisconsin Manufactured Housing Association, Madison, says WMHA faces stiff competition for staff. As a state association located in the capital, WHMA can't match the range of employee benefits offered by the local government. "Since we can't compete against the state's retirement system or health plan or those kinds of things," Kinzler says, "we have to find other ways to provide value to staff."

According to Kinzler, what has worked best for him in keeping employees (two of whom have been with him at WMHA for eight years) is the same thing that motivates these staffers: the family atmosphere he fosters. For example, he offers staff a flexibility with work hours that is hard to find in government jobs. If someone wants to take off a weeday to attend a family function, Kinzler gives the green light. "We sometimes have to work on a Saturday or Sunday, so I know we're going to get the time back eventually," he says. "We have a leave policy, but I'm more flexible than any employer on the planet, and the staff really value this." He advises his peers: "Supervise on what gets done - the results - not 'seat time,' and you'll see an immediate difference."

Kinzler attributes some of the motivation of his staff to his policy of "sharing the wealth." He points out that "as executives, we get offers of freebies all the time. Watch out. If you don't, the employees will only see the boss having fun." Kinzler passes on invitations to Packer games, hotel luncheons, and the like, and believes his staff appreciates not only the opportunities but the equal treatment.

Whether it's offering a freebie, bringing in pizza, or taking his staff to a coffee shop for a meeting, Kinzler is constantly "trying to make it very attractive to work here." The result, he says, is that WMHA employees "work just tremendously well."

Motivated yet?

With the ties that bind motivating staff to satisfying staff to luring people on board in the first place, it's easy to understand how executives often blur the lines and discuss efforts aimed at all three. The thoughts conveyed by Brad Claxton, CAE, executive director of the 95-staff American Academy of Dermatology, Schaumburg, Illinois, highlight the overlap particularly between motivation and satisfaction and sum up most of the shared beliefs of the association executives and consultants quoted in this article. Claxton's advice:

* "Get the shared vision: Get people to buy into the vision, and allow each person to use his or her judgment to accomplish it.

* Provide the necessary support and resources.

* Monitor.

* Give appropriate praise.

* Make corrections where needed.

* Make sure that the individual is recognized for his or her contribution.

"The words thank you are underutilized," Claxton emphasizes. "Make sure they are in your vocabulary."

However, after expressing thanks, delivering feedback, creating opportunities for achievement, advancing excellent performers, showering staff stars with recognition, and all the other things that you may begin doing religiously, if every staff member doesn't respond with joy, don't become demotivated about motivation. As Glenn Tecker reminds us about people in general, "If you don't like what you're doing and who yon spend your time with, no motivation program, compensation system, or recognition strategy will matter."

"What Fires You Up?

I like to see the end results. I'm more interested in getting the results than in getting the acknowledgment for them, and I think that's critical in association management. If a person is in association management for self-glorification, it could be a short career. If a person is results-oriented and works with the elected officers to accomplish objectives, the association and the individual are well served.

- Brad Claxton, CAE, executive director, American Academy of Dermatology, Schaumburg, Illinois, and former chairman of ASAE; age 62"

"What Fires You Up?

Key motivational factors for me include working with members, working for a leader who really empowers staff to move the organization forward, and having the opportunity to create and implement new initiatives. There is a real sense of accomplishment in initiating a program or product and seeing it through to completion and success - that motivates me to keep on making it happen. Also, leading and motivating others make me feel energized by my work.

- Wendy Mann, CAE, director, communications, APICS - The Educational Society for Resource Management, Falls Church, Virginia; age 34"

"What Fires You Up?

Pay is that thing that keeps me clothed, fed, warm, and dry while I do my life's work. I do not work for pay; I live my work. . . . We spend a significant part of our lives trying to figure out what we're supposed to do with them. Now that I have found the one thing I do best in life, I must treasure it.

- Elliott Alvarado, executive director, Organ Donor Center of Hawaii, Honolulu; age 40"

"What Fires You Up?

Having a track record of achievement - that's very important to me. Whether it is success in solving a member's problem or success in raising money for a project - whatever - the thing that really turns me on is success.

- Garis Distelhorst, CAE, chief staff officer, National Association of College Stores, Oberlin, Ohio, and former chairman of ASAE; age 55"

"What Fires You Up?

My motivation comes from a belief that I was put on this Earth so that when I leave it there will be something better for someone else. I've never been paid what the ASAE compensation guide says I'm worth; I probably never will be. Power isn't as important to me as it is to others. The pure satisfaction of knowing that what I do makes a positive impact on the lives of other people - that's my motivation.

- Ciritta "Cricket" Park, CAE, former association executive, currently principal, C. B. Park & Associates, Columbus, Ohio; age 38"

"What Fires You Up?

I am motivated by my job responsibility to create a proactive marketing plan with measurable goals that result in quantifiable accomplishments.

- Shawn Braden, vice president, sales and marketing, Lexington Convention and Visitors Bureau, Kentucky; age 38"

"What Fires You Up?

When my organization adopted the Carver policy governance model, I experienced much newfound energy because the policies and my responsibilities were so clear. Plus, I was able to use my creativity and have it represent me, instead of having to attribute it to someone else or to play games to get officers to think my ideas were theirs.

- Dorothy Mitstifer, executive director, Kappa Omicron Nu Honor Society, East Lansing, Michigan; age 60"

"What Fires You Up?

Key motivators for me include intellectually stimulating work and strong sense of contribution to the organization. It's critical to me that I bring something uniquely valuable to the organization and that my contribution be appreciated and respected by others. We have only one life to live; I want my work to make a positive difference in the world, or else why am I here?

- Judd M. Miller, former association professional, currently manager, client solutions, Business Information Network, Alexandria, Virginia; age 25"

Gerry Romano, CAE, is a senior editor of Association Management.