Management Perspectives

We are living through the ‘Great Resignation,’ an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse. Possible causes include long-lasting job dissatisfaction. It is therefore more important than ever to get under the skin of what motivates your workforce.

Eight years ago, my partner, Andrew, and I realised we had been seeking an alternative way of running a business—one that was heart-centered rather than head-centered and one that was purpose-centered rather than profit-centered.

Andrew owned Thornton’s Budgens, a supermarket in North London and I was a coach and mentor. I was working with Thornton’s Budgens, helping them discover their purpose. I realised that for Thornton’s Budgens the missing, and most important, dimension was their people, followed by community, and the environment.

After helping Thornton’s Budgens develop their purpose, I interviewed a number of staff from the store, and below are two of their stories about what motivates them.

Thornton’s Budgens team interview #1

Name: Sadia Ahmed
Nationality: UK born Bangladeshi
Position: Cashier
Duration of service: Four years (from the age of 16)

I was appointed an internal coach at Thornton’s Budgens and received coaching myself during this time, which I found very helpful. It boosted my self-confidence and added value to what I was doing. There was a deep connection with my coach, who asked open-ended questions. I felt comfortable talking about any type of situation and it changed how I see the world. I started to think outside the box and was motivated to work harder. I wanted to meet the needs of the customer and started to think about how I could help other people. I felt I was part of a wider cause.

I started to look at things differently and realised I could solve problems without being condescending or abrupt. I realised that difficult situations could be resolved calmly and collectively. I noticed my colleagues changing, too. They became aware of the bigger picture. They gained more respect for Andrew as they saw him helping people grow and supporting the community. They saw that even when Andrew was struggling and facing financial strain, he was there for the team and the community. They saw that Andrew was making a difference.

The staff faced stressful situations when customers were unhappy that the self-checkouts did not work properly, or the plastic-free bags broke. We set about seeing the positive and creating solutions. These kinds of challenging situations brought us together. We learnt to communicate better. This approach to coaching and growth has given me hope. I know there are good people out there who are not just interested in profit but who also consider the health and professional development of their people. Andrew’s approach to business has motivated me to help others.

I feel a deep gratitude towards Andrew. He gave my mother a job and believed in her when she was at her lowest. She was unqualified and a single mother. His continued support meant that there was always food on the table. Other members of my family also worked in Thornton’s Budgens. This was our first experience of work and was our starting point towards financial independence. People often do not consider why someone wants a job. When Andrew gave my mother a job, he gave the whole family hope.

Thornton’s Budgens team interview #2

Name: Jahid Chowdhury
Nationality: Asian British, born in Bangladesh
Position: Team leader
Length of service: 15 years

Andrew started to develop a coaching culture. My potential was recognised and I was promoted. Initially, the new culture was confusing, but over the course of two years, I learnt about coaching and found it amazing. I started to understand what putting the heart back into business meant. I realised that positive thinking means you can overcome anything. Positive people can change the world. The two-year coaching programme changed me completely. Previously, I would jump to anger when I discovered that a member of the staff had not done their job properly. After the coaching programme, I would take a deep breath and approach the situation in a calm and patient manner. This created a new type of relationship with my team as well as my family.

The coaching motivated me to do things differently. I learnt to be more open-minded and take on more responsibility. I realised that I could help people grow. Then Thornton’s Budgens started to explore shared leadership, which creates a clean and safe working environment. It is important to have a balance between a clear leadership structure and the freedom to allow people to think outside the box.

I feel happy and fulfilled at work. I never feel as if I will lose my job. I am involved with every new decision and value the frequent appreciation I receive, not only from Andrew but also from the other leaders. I believe that appreciation is more valuable than money.

I believe that purpose and what motivates people are fundamentally linked to living an open-hearted life, and that it applies both to individuals and organisations. I also believe that the first step on the journey to becoming a heart-centered leader is to identify your personal purpose. According to most dictionaries, purpose means: the reason for which something is done or created or for which something exists. Many companies and individuals use the words ‘mission’ or ‘vision’ for what I would call purpose, but in my view, the key is having an overriding purpose/ mission/vision that drives everything you do.

Having a clear purpose helps you cut through the chaos and decide where to focus your energy. It can also strengthen your resolve and support you in achieving your dreams.

Once you have found this purpose, you know what gets you up in the morning and what is it that motivates you. As a leader, your personal purpose directly forms and influences the purpose of the company. Sharing, living, and communicating your personal purpose and the purpose of the company with your team is the first step towards igniting motivation. The next step is to create a psychologically safe working environment where your team feel comfortable to show their authentic selves. And the third step is to create a culture of appreciation and constructive feedback rather than criticism and blame.

“If everyone is moving forward together, then success takes care of itself.” - Henry Ford

The two stories from the Thornton’s Budgens team present personal experiences of a shared purpose, psychological safety, and a culture of appreciation. Sadia and Jahid were both motivated at work because these three steps were present in the workplace. What motivates you and what motivates your workforce?