Commentary: Motivation is everything, your leader's and yours

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Years ago I had a boss who was acutely aware of everything that was occuring in the office, put in long hours and united the workers like I had never before experienced. He was also the worst boss I've ever had. He was aware of what was happening around the office because he held innumerable meetings and micro-managed all of his subordinates. He worked long hours, not because there was important work to be done, but so his superiors could see he was in the office. And he united us as subordinates, because we had to pull together to support each other just to make it through the day. What was clear almost from the first day he arrived in the office was that the office's mission would be for him to succede and to be promoted within the organization. If we happened to do our jobs effectively in the process, that was just a bonus.

Years later I had a boss who was not completely unlike the boss mentioned above. This man was aware of what we were doing in the office -- he worked hard, worked long hours (when necessary), and united the office. But he knew what was going on in the office because we knew that if we told him about our projects or our concerns that he would help us with them. He worked hard and, if necessary, worked long hours because he wanted the office and his superiors to be successful. And he united the office and pulled us together because we all had a sincere desire to impress him and wanted him to be pleased with our work.

The difference between the two bosses was simple: One cared about himself; the other cared about the people he served.

I have children: some young, some not so young. One thing I've noticed over the years is that they can all read my motives. They understand why I'm punishing or rewarding them. They understand the logic behind my decision. But more importantly, they understand the motivation -- usually without me explaining it to them. Ultimately, that perceptive ability affects our relationship once the time for punishment or reward has passed. So my motives are crucial to that relationship's success.

Adults, co-workers, subordinates and superiors are just as perceptive. We can receive the same orders from two different people, and have two very different reactions to those orders, often because we understand the motives of the person giving those orders to us. We may accomplish both orders, but one may be solely from a sense of fear, or at best, respect for the order-giver's position. The second order we accomplish due to admiration, loyalty or respect for the order-giver.

So why are those differences in motives and perceptions important? The mission, at least initially, was accomplished in both offices I've mentioned. But over time workers in the first office became disenchanted with the boss, the organization and the mission. Productivity slowed and potential leaders left the organization to get different jobs. In the second, office productivity, job satisfaction and a sincere sense of duty to the overall mission increased. Perhaps most importantly, subordinates saw what a true leader was, and it inspired us to be like him, to remain in the organization he served and to do our best to serve it as well.

In sum, nearly all of us are leaders in the Air Force, at least to some extent. If we don't care for our subordinates and co-workers, they'll know it. But perhaps most importantly, their performance and potential to lead will eventually reflect our motives.

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