Not communicating at all coveys a very powerful message – the last one that a committed manager wants to deliver. You can never communicate too much, but take care over the content and delivery of a message so that it inspires motivation upon its reception.

Providing Information

The ideal approach when providing information is that everybody should know about everything that concerns them directly or indirectly, in full and accurate detail, as soon as possible. Always aim for the ideal; overkill is better than under provision. Preselect the information that your staff has told you they want – responding to demand is motivational – as well as the information that you want them to know. Once these lists of requirements are established, supply regular updates. Set up a help desk for “other queries”, and always inform before rumors arise.

Using Open Management

The open system of management, which encourages exchange of information and views between team members, allows managers and staff to work together creatively. Problems can be discussed and decisions reached quickly and easily. To achieve this, try to make your office open-plan – this will facilitate collaboration. You may also want to leave your office door open whenever you are available  to speak to staff; if this is not practical,  make appointment with staff, and keep them.



The variety of methods made possible by the computer age, such as email and other social media platforms.

  • These are highly effective means of quickly reaching those with whom you are communicating.
  • Interaction and participation are possible – and often simple – for all involved parties.
  • Their ease of use means that they pose a possible risk of communications overload.
  • The seemingly endless possible combinations of words, images, and color are very powerful.

The basic means of direct people management.

  • If used properly, meetings can build relationships and mutual trust.
  • Meetings enable instant feedback.
  • Meetings facilitate mutual understanding.
  • Responses can often be gauged through eye contact.
  • Preparation, planning, and openness are required.

Takes many forms, from newsletters to full magazines.

  • In-house publications enable a wide range of messages and editorial techniques.
  • It is possible to facilitate some interaction through readers’ letters and contributions.
  • The content of most organizations’ journals tends to be bland, resulting in low readership.

Consumer techniques applied internally.

  • This is a powerful method of “selling” change to the organization’s own staff. 
  • Detailed written documents and colorful posters help to explain and simplify complex messages.
  • These techniques are able to elicit very strong, immediate motivational responses.

The most basic way of messaging in an organization.

  • Noticeboards can be either official information givers, or for general use by employees.
  • Noticeboards provide a central location in which to make information accessible to all employees.
  • There is no real possibility of interactive response, and employees may feel uninvolved.

A critical tool for one-on-one communication.

  • The telephone is not suitable for lengthy or complicated discussions.
  • The lack of physical presence may lessen the speaker’s understanding b of each other.


Promoting Discussion

Motivational management encourages and guides discussion about further involvement and contribution. Even issues that are dealt with by formal channels have probably been discussed informally. To this end, it is just as important to have informal talks with your staff as informal team meetings. Invite discussions by posting questions and seeking opinions. Treat contrary views with respect, and when you disagree, explain why fully.

Making Time Available

Communicating and thinking are important activities in motivational management; try to avoid becoming so preoccupied with your workload that you run out of time for these activities. Keep a diary in which you analyze your working week. Eliminate or shorten activities where possible, in order to leave more time for communication and thought. Set aside time for at least one face-to-face discussion or coaching session each week. Remember that to motivate your staff fully, it is important to be visible, approachable, and unhurried at all times.

Communicating Well

To motivate team members, engage them in decisions that might affect them, instead of merely informing them after the fact. If people express concern about a new policy, ask how you can allay their concerns. Undertake to report back on any problems that they pinpoint, and let them know how you plan to proceed, using their input. Involving staff from an early stage encourages all members to feel that they can make a difference.

Avoiding Office Politics

Many work groups are highly political. Members jockey for position, form cliques, spread rumors, curry favors, and backbite. Do not get involved in office politics: indeed, discourage them at every opportunity. Any personal advantage that you may gain will be outweighed by the long-term damage to the organization as energies are diverted away  from business. The motivational manager must concentrate on clearly communicated purposes and not allow any deviation from the behavior that promotes those purposes.


  • If the manager does not play favorites, favors are less likely to be sought.
  • Honest disagreement can be fruitful. But only if those in dispute share an objective.
  • Hidden agendas arouse suspicion.
  • False rumors should be quashed as soon as they are heard.
  • Ignoring the efforts of “office politics” often discourages further attempts.


  1. Strengthen your message by using several means of communication.
  2. Deliver in-company communications as soon as possible.
  3. Encourage your staff to participate in decision-making.
  4. Keep staff informed wherever possible – uncertainties are very demotivating.
  5. Make time to stop and chat rather than simply greeting staff.
  6. Encourage disagreement – it often paves the way for consensus.
  7. Always ask staff for their opinions about decisions that affect them.
  8. Be aware of politics, and set an example by never taking part yourself.

If you find this article useful, please share and subscribe to our newsletter.

Bernard Taiwo

I am Management strategist, Editor and Publisher.

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