tmight sound crazy, but encouraging a lower standard of work from your team is actually more productive than requiring perfection.

Think about when you clean your room — picking up clothes and making your bed are fast actions with a big impact. Some people would stop there. But others, looking to do a “perfect” job, will spend hours scrubbing floorboards and whitewashing the walls.

The amount of work it takes to get from nothing to “good,” in this example, is considerably less than it takes to get from “good” to “perfect.” And when you look at what you get back from doing “good,” the return on investment for “perfect” isn’t worth it.

Most motivational techniques today are lacking.

Some managers use micromanagement, others use penalties or punishment. Some use rewards — especially money — while others create a strong social environment, making failure a shame amongst friends. Whether it’s a carrot or a stick, in my humble experience, these tactics are either impractical or don’t work long-term.

At Codex Protocol and Lofty, I’ve found that tapping into individual’s aspirations is the most effective and enduring way of motivating and managing. I talk with my employees about what they want from their career, and find a way to help them get there, via the work we do together.

Celebrating team wins starts with recognition, but it can be difficult to notice every individual's accomplishments on a day-to-day basis if you aren't making a point of it. That's why Mark Lurie, CEO of fine art and collectibles marketplace, empowers his team members to regularly recognize their peers.


"After each team meeting, anyone can give a shout-out to another team member for a recent accomplishment, after which the team claps and cheers. It's a great way to ensure that everyone's achievements are recognized and celebrated by the whole company," says Lurie. "After implementing 'wins of the week,' team morale rose dramatically."