Do you enjoy watching people (in a good way, not a weird way)? When you’re in a store, do you note the employees’ attitudes, expressions, performance? Are they happy? Do they really like their jobs? What do they admire or dislike about their supervisors? What motivates them to do the best job they can possibly do? Why do they stick around?

Now, think about your resort. Have you ever observed your employees and wondered if the job was everything they thought it would be?

Of course, you want to create a positive environment, and to attract the very best employees. We all wish that the majority of our employees were amazing people that our team had carefully selected to be a part of the great adventure of the seasonal ski industry. But there are times when we must staff our departments with, shall we say, less than amazing people.

This is okay—really. There are a lot of more or less average employees out there. But you, as their leader, have the ability to bring out the best in them and make them better than average. Whether it is through words or some form of recognition, each of us can use specific motivational strategies to energize our employees and make the average folks good, and the good folks great.


What Employees Want
Employees are motivated on the job for myriad reasons. This means you can (in fact, must) tap into to a number of creative and meaningful reward systems, not just one.

Motivations can be either extrinsic or intrinsic. Extrinsic motivation occurs when a person responds to external factors, such as rewards or pressures: discounts, seasonal ski pass, bonuses and commissions, or threats. Extrinsic motivation is everywhere and can be positive or negative. Either way, extrinsic motivation is easy to apply and understand, and often effective—to a point.

However, extrinsic motivation focuses employees on the reward and not the job. When people are hired at a job fair, for example, they learn about all the perks (i.e. free ski pass, food discounts, etc). This is a great motivator, at least initially. However, by mid-season, the novelty of these perks wears off, and eventually the employees need something new to motivate them.

This brings us to intrinsic motivation, which occurs when a person is motivated by internal factors, such as doing things just for the fun of it, or because they are good or right to do.

There is a paradox here. Intrinsic motivations can be far stronger, but external motivators can negate them. For example, a lift attendant who enjoys interacting with the guests at your resort may find this takes more of an effort if a reward is in place for the employee to interact with every guest in line.

So here’s the trick: if you can get an employee to believe in an idea or align his or her values with what you want, then you have established a very powerful motivation. In short, make employees feel good about the job you want them to do. To reach that point of enlightenment, you have to show them that you care about them and demonstrate that you feel what they do is important.

At the same time, minimize extrinsic motivation. For example, pay them fairly and give them a season’s pass, but don’t make those perks the reason they come to work. This is easier said than done, but it’s also easier than you might imagine.


Getting Employees to Buy In
It is time to ask yourself the all-important question: “What do my employees want?”

Every team member “buys in” for a different reason. What challenges her? How does he learn? What does she find rewarding? How does he handle stressful situations?

There are three types of workers:


1. the front-and-center person, who

• loves to be out there mixing with people. Likes to try new methods. Their lives are about extremes, emotional and otherwise. They push their ideas and the rules.

• lives for recognition. He tends to be a self-starter who thrives on applause.

• is oblivious to his weaknesses at times.

• can get very down when she “slumps.”


2. the in-the-wings person, who

• loves to feel included. Is rarely in a hurry. Dislikes pressure.

• lives for approval, and prefers an informal interaction. Wants to be appreciated with greater access to you.

• tends to be cautious. Wants to work with others in accomplishing goals.


3. the behind-the-scenes person, who

• doesn’t want the limelight. Craves appreciation, not applause.

• is low-key. Needs to know she can trust people in leadership.

• is hard on herself when she messes up.

All three types exist in each of us, but we all lean more toward one style than the others. You can prove this to yourself easily. List a few of your key team members. Which category describes each member? This gives you an initial view of the personal styles of your team members. And that is important, since each one responds to different forms of motivation, encouragement and challenges. To really lead your employees to a new level of success, knowing their styles equips you to personalize your motivations and recognitions.

Think back to your analysis of your team members’ personality styles. What types of rewards fit their styles?

Again, there are three basic reward styles:


1. Some need applause. This person enjoys

• public praise for good performance.

• receiving awards, such as a certificate, pin, or plaque.


2. Some need appreciation. This person responds to

• personal or written thanks for good performance.

• posted lists of individual and team accomplishments.


3. Some need access. This person aims for

• more one-on-one time with you, discussing their performance and growth.

• a commitment from you to work on their concerns.

• a coffee break or lunch together.

In a nutshell, the question that must be answered is, “what motivates your employees to do the best they can do?” You will never know the answer to this question unless you take time to observe (in a good way) and listen. Your goal is to create an environment that encourages achievement and satisfaction in a job well done.

Ultimately, the responsibility for ski resort leaders is to motivate their employees to do the best they can do. If you are successful, the next time you just sit back and observe your staff you will be able to say, “Yes, look at them working so happily and effectively.” That’s the sign of a job—your job—well done.