Why Motivating People Doesn't Work . . . and What Does

1. Motivating people doesn't work because they are already motivated

People are always motivated. The question is not if, but why they are motivated.

Motivation is constant. The traditional approach to motivation assumes that people lack motivation and need external stimuli to be driven. However, this view is fundamentally flawed. Everyone is motivated at all times, but the quality and direction of that motivation vary.

Quality matters more than quantity. The key is not to increase motivation, but to understand and improve its quality. High-quality motivation stems from internal drivers like values and purpose, while low-quality motivation relies on external factors like rewards or fear.

Shift the focus. Instead of trying to motivate people, leaders should aim to:

• Understand the current motivational state of their team members
• Help individuals identify their own motivational drivers
• Create an environment that nurtures high-quality motivation

2. Understanding the Spectrum of Motivation is key to effective leadership

The Spectrum of Motivation provides you choices for satisfying your psychological needs and experiencing positive energy, vitality, and a sense of well-being.

Six motivational outlooks. The Spectrum of Motivation model outlines six distinct motivational states:

1. Disinterested
2. External
3. Imposed
4. Aligned
5. Integrated
6. Inherent

Suboptimal vs. optimal motivation. The first three outlooks (disinterested, external, and imposed) are considered suboptimal, while the last three (aligned, integrated, and inherent) are optimal. Optimal motivation leads to sustained performance, creativity, and well-being.

Leadership implications. Effective leaders:

• Recognize different motivational outlooks in themselves and others
• Help individuals shift from suboptimal to optimal outlooks
• Create workplace conditions that foster optimal motivation

3. Psychological needs for Autonomy, Relatedness, and Competence drive motivation

The nature of human motivation is not about making money. The nature of human motivation is in making meaning.

ARC framework. Three fundamental psychological needs drive human motivation:

• Autonomy: The need to perceive we have choices
• Relatedness: The need to care about and be cared about by others
• Competence: The need to feel effective at meeting everyday challenges

Satisfying ARC leads to thriving. When these needs are met, individuals experience:

• Positive energy and vitality
• A sense of well-being
• Sustained high performance
• Increased creativity and productivity

Leadership focus. To nurture optimal motivation, leaders should:

• Provide choices and rationales for tasks (Autonomy)
• Foster meaningful connections and purpose (Relatedness)
• Offer opportunities for growth and mastery (Competence)

4. Self-regulation through Mindfulness, Values, and Purpose enhances motivation

Self-regulation is mindfully managing feelings, thoughts, values, and purpose for immediate and sustained positive effort.

MVPs of self-regulation. Three key elements promote high-quality self-regulation:

1. Mindfulness: Being aware and attuned to the present moment without judgment
2. Values: Premeditated, cognitive standards of what a person considers good or bad
3. Purpose: A deep and meaningful reason for doing something

Benefits of self-regulation. Effective self-regulation:

• Helps individuals shift to optimal motivational outlooks
• Enhances resilience in face of workplace challenges
• Promotes sustained high-quality performance

Developing self-regulation skills. Leaders can support this by:

• Encouraging mindfulness practices in the workplace
• Facilitating values clarification exercises
• Helping individuals connect their work to a larger purpose

5. Leaders should facilitate motivational outlook conversations, not problem-solve

Outlook conversations don't guarantee a shift to an optimal motivational outlook, but at the very least, they provide an opportunity for growth and understanding.

Motivational outlook conversations. These are informal or formal opportunities to help individuals shift to an optimal motivational outlook. They differ from traditional problem-solving or feedback sessions.

Key principles:

• Avoid problem-solving or imposing your values
• Don't expect an immediate shift
• Focus on understanding the individual's current outlook
• Help them explore their own values and purpose

Conversation structure:

1. Prepare by examining your own motivational outlook
2. Help the individual identify their current outlook
3. Facilitate a shift to an optimal outlook using MVPs
4. Guide reflection on the conversation experience

6. Rethink common workplace beliefs that erode motivation

Not all beliefs are values, but all values are beliefs. The quality of your beliefs determines the quality of your leadership values.

Five eroding beliefs to challenge:

1. "It's not personal; it's just business"
2. "The purpose of business is to make money"
3. "Leaders are in a position of power"
4. "The only thing that really matters is results"
5. "If you cannot measure it, it doesn't matter"

Reframing beliefs. Consider alternative perspectives:

1. If it is business, it is personal
2. The purpose of business is to serve
3. Leaders create workplaces where people satisfy their psychological needs
4. What matters is why and how results are achieved
5. If you cannot measure it, it's probably really important

Leadership implications. By challenging these beliefs, leaders can:

• Create a more humanizing work environment
• Foster intrinsic motivation and purpose
• Promote long-term sustainable success

7. Creating a workplace that nurtures optimal motivation benefits everyone

When you focus on what you want for people, you are more likely to get the results you want from people.

Benefits for the organization:

• Increased productivity and creativity
• Higher employee engagement and retention
• Improved customer satisfaction and loyalty
• Sustainable long-term success

Benefits for individuals:

• Greater job satisfaction and well-being
• Enhanced personal growth and development
• Improved work-life balance
• Increased sense of purpose and meaning

Leadership approach. To create such a workplace:

• Focus on satisfying employees' psychological needs (ARC)
• Facilitate regular motivational outlook conversations
• Challenge and reframe outdated organizational beliefs
• Invest in developing individuals' self-regulation skills
• Model optimal motivation in your own leadership practices

By understanding and applying these key takeaways, leaders can create a workplace where people flourish as they succeed, leading to sustainable high performance and well-being for both individuals and organizations.

Last updated: August 20, 2024