Motivating Public Sector Managers Toward High Performance

Procrastination is the thief of time so the saying goes, but how often do we hear common lamentations like, “Given ample time, I could have done it.” “I’ve been thinking about it but I have no time to do it,” or “Too late! I should have done it.” These episodes suggest that if public managers are concerned with the delivery of public goods and services then such delivery must be executed promptly without undue hesitation and delay tactics.

It is our bounden duty as public servants to devote our attention to serve the state and nation while we are still useful. Being useful is a contentious matter depending on how we can make ourselves useful to our bosses, peers and staff. In short, what matters most is being useful to our organization. Metaphorically speaking, we can learn a lot from a phenomenon known as “total football.” Here, one of the most valued players that any soccer manager wants is known as a “utility player” - an all rounder who can play as a forward, defender, midfielder or even a goalie. A utility player is basically a team-player who displays and exhibits his values of enthusiasm, proactiveness, dynamism and professionalism with zest, style and finesse. In the management context a utility player is therefore a manager that possesses multiskilling competencies.

Management gurus often harp on the advantages of multiskilling. However, a multiskilled manager is faced with a number of challenges while performing his task. The major challenge is motivating public sector managers to be useful. Being useful means to perform highly. In essence, high performance can only be achieved if one is highly motivated. Traditionally, motivating is tied with the dishing or expecting of awards and rewards. On one hand, it involves the act of dangling carrots by the management. On the other hand, performers expect to sample carrots for a job well done. In this day and age motivating is synonymous with the push toward high performance.

How can we motivate public sector managers to perform well? There are a number of pointers. Firstly, high performance involves not only doing routine assignments but more often than not it requires an officer to transcend the parameters of his own work. A high performer does not perform only on his own turf or familiar ground but he has to do well in “away games” and in unfamiliar territory. Driving home this point, how often do we hear comments such as “I am only good at outstation and feels uncomfortable being posted at headquarters or at the secretariat” or “I can perform better in the Secretariat rather than in outstations?” Secondly, bringing back the soccer metaphor, high performers are those who are able to weave their way through awesome barriers like a Maradona, handle the opposition like a Beckenbauer, and exhibit acrobatic scoring skills like Pele does. Thirdly, high performers have the ability to pull through and deliver in tight or crisis situations. These three aspects are indeed the hallmark of true champions. By emulating the fine qualities of champions and internalizing their values is a way of self-motivating ourselves to go for greater heights of success.

World class sportsmen and sports-women are generally acknowledged as brilliant performers in their respective sports. When these celebrated heroes were in their element they made their bosses happy, pleased their teammates, and above all brought a lot of satisfaction to their adoring fans and supporters. Why can’t all of us be departmental or organizational champions while we are still useful in the public service? In the final analysis, high performance of the public sector will no doubt by itself portray the desired image of the civil service.