Motivating People by Rewarding the Smallest Try

In the round pen some of the communication is so subtle that unless it is pointed out to the casual observer it would never be detected. It could be the nod of a head or the slightest retreat that signals a horse to change direction or gait. It could be the change from a stern look to a friendly look that convinces the colt to come in to the trainer. It is up to the trainer to notice even the slightest change in the horse and use it to teach the horse something. When the horse finally responds to a cue in the smallest fashion, the trainer must immediately release pressure. The release of pressure could be a rounding of the posture, a diversion of the gaze, an almost undetectable retreat from the horse’s space.

But first the trainer must learn to identify the smallest possible positive change. Sometimes all that is required is the twitch of a muscle. Other times it is the slight shifting of the weight forward or backward. The only way to transform a wild raging colt into a balanced refined horse is by rewarding the smallest of “tries”.

Similar skills are needed when managing or motivating people. We have to realize that the first time someone is given a responsibility the results may not be perfect. Instead of finding fault with the attempt, leaders need to find the smallest “try” and reward it. The reward could be as simple as saying “nice job”.  Leaders can mold and model excellent performance by building on the simplest of tasks. If we can give an employee or family member a very simple task and reward them for it’s successful completion soon they will be able to handle more complex tasks.

As the trainer asks the horse for slightly more complicated maneuvers and notices and rewards the slightest try something amazing happens. The horse develops more “want to”. He actually starts looking for ways to be recognized for good performance. Families and employees are no different; they are desperately seeking positive recognition. As leaders the challenge is developing awareness for the “try”. So often our own priorities and agendas crowd out the subtle signs that someone is giving an honest ”try”. If we can be present in the moment to acknowledge their struggle to succeed we can help them achieve tomorrow what they cannot even imagine today.

It all starts with noticing the smallest “try”.