19. Reduce uncertainty. People can face unpleasant realities or bad news better than the uncertainty of not knowing. Bad news can be announced and then put to rest. Uncertainty, however, sticks around and kills motivation until it’s dispelled — so dispel uncertainty as quickly as you can. Even though the world outside might be uncertain, make the world inside the organization as full of certainty as you can.

20. Stamp out rumors fast. In unsettled times, people seek certainty, and when reliable information is in short supply, they settle for rumors. But rumors tend to spawn other rumors; before long, the uncertainty only increases and motivation plummets.

Stamp out rumors fast. Don’t let them take root in your business. Be open and free with real information — facts, figures, market trends, new developments, plans, goals, good news, bad news, take-it-for-what-it’s-worth news. The truth is the best defense against the erosive power of rumors.

21. Don’t shoot the messenger. Just as everyone who works for you deserves to be told the truth, you need to hear the truth, whatever it is and wherever it comes from. To run well in hard times, you have to know the situation, including the bad news. And when the bad news is brought to you, remember: don’t shoot the messenger.

"Well," you say, "when the news is bad, I do get angry." That’s understandable, but if you take out your anger on the bearer of the news, you’re only ensuring that (1) the individual will do almost anything to avoid bringing you more bad news; (2) people will begin to think you don’t care about the terrible situation the company’s in; and (3) there will be more bad news, but you won’t get it, and so you won’t have the information you need to save their jobs — and yours.

Don’t scream and shout and moan and throw papers on the floor. Your message to the messenger should be to thank him for his courage in bringing you the bad news. If you must show anger, show it in your work, your laser-like focus, your determination to set things straight. Your people want to know there’s a mature adult in charge, not a spoiled, self-absorbed rock star.

And remember: Officers don’t bleed.

There they are: twenty-one ways to keep people motivated in an uncertain world. They all work. You probably know that some of them work, because you’re already using them. Try the others. Pick one or two for a start. People will respond — and as they do, you’ll find your job becoming easier and your motivational efforts more fruitful.

Maybe just one of these suggestions is right for you. If so, use it. All it takes is one good, usable idea to make this article worth reading. And if you – as I hope you do—get more than one? Consider it a bonus!

© 2005 Thomas K. Connellan

About the Author

Tom Connellan is a High ROI Keynote speaker regularly used by leading firms such as GE, Neiman Marcus, Dell, FedEx and Marriott to strengthen customer loyalty and leadership practices. When looking for a keynote speaker, Tom probably belongs on your short list of possibilities.