work motivation

If intimate relationships have Love Languages, should we also have Love Languages in our management style?

To rephrase that question, are there certain management incentives that motivate some employees that don’t motivate other employees?

If so, then we shouldn’t have the same management incentives for every employee, right?

For example, if I know a direct report is really motivated by professional advancement, extending her vacation days wouldn’t be optimally motivating to her because her goal is professional advancement. A better incentive might be to provide her with the opportunity to gain a new credential or learn a new skill.

Here are 3 keys you can leverage to encourage your team properly.

Understanding your direct reports’ work motivations is critical. If you take time to identify what their goals are, you can work on brainstorming and identifying incentives that would motivate them. If you are struggling to identify your direct reports’ work motivations, you can try using Ambition In Motion’s Work Orientation Assessment – https://ambition-in-motion.com/companies.

Having a one-size-fits-all management philosophy does not work. What it will do is surround you with other people that are just like you. This lack of diversity will create blind spots and turn away potentially great collaborators to your team. If you are willing to alter your management style, you can allow your direct reports to thrive and grow in the way that motivates them.

Radical candor is critical to knowing if what you are doing is working. If your direct reports fear you or your response to their honesty…they won’t be honest with you. If you can’t have honest feedback, you will have no idea if what you are doing is working and you will likely revert to old, bad habits.

Growing the engagement and the productivity of your team is not easy, but it is possible. If you are willing to understand what motivates your team, act on it, and accept feedback, you will be well on your way to achieving great outcomes.

If you are interested in learning more about research on mentor relationships for companies, check out https://ambition-in-motion.com/companies.

Let's talk about Impossible Goals - or as a colleague of mine calls them BHAGs (Big, Hairy, Audacious Goals). These are goals that seem completely ridiculous today but speak directly to what you want in your core being. 

 

It most likely is impossible today. But I learned that "Impossible" is temporary. We have been told that your goals need to not be "Impossible." Not exactly worded that way, but that was the intent. Many times, you hear “Make the goal realistic” or “Attainable.” And I agree with that, to an extent. I have found that often what a person thinks is realistic to them, is far less than they could actually achieve. So, setting a goal that is impossible today, doesn't mean to it won't be possible tomorrow. Every little step you take opens doors and opportunities that didn't exist before. 

 

However, the goal cannot be arbitrary. For example, if my BHAG is something like “I want to be worth $10 million dollars.” by itself is not good enough. I need to be emotionally connected to the impossible to achieve it. In other words, WHY do I want to be worth $10 million dollars? Why $10 million? Are the reasons materialistic? Philanthropic? The motivations behind the goal are just as important as the goal itself. Otherwise, when the inevitable setbacks that happen along the way, I would be more likely to give up.

 

If you have an impossible BHAG – ask yourself WHY do I want to achieve this goal, then map out the steps needed to achieve it, and take the first step, then the next. Sometimes that’s all it takes to make the impossible, possible.

Do you ever find yourself or your team in a rut? Maybe this is an often occurrence, or maybe it happens sporadically. How can you maintain team motivation?

Workplace motivation can be broken down into two categories: intrinsic and extrinsic.

Intrinsic motivation is the desire to accomplish goals and develop professionally. Extrinsic motivation involves work factors such as pay and promotions. 

Both intrinsic and extrinsic motivation are important ways of driving behavior. When you understand the differences between the two types of motivation, you also gain a better understanding of how to encourage people.

Knowing how to motivate yourself and others is imperative to getting things done and reaching goals. Identifying your internal and external motivators can help you be more efficient, feel more satisfied and achieve growth in your career. 

 

Intrinsic motivation is when you feel inspired or energized to complete a task because it’s personally rewarding. In other words, you're performing the activity because of some internal drive as opposed to an external force or reward. 

With intrinsic motivation, the behavior itself becomes the reward. 

 

Extrinsic motivation is when you’re inspired to perform a task either to earn a reward or to avoid punishment. In the case of extrinsic motivation, you're not completing the task because you like it or find it satisfying. 

Instead, you're completing it because you think you'll avoid something unpleasant or you'll get something in return.

 

The main difference between intrinsic and extrinsic motivation is that intrinsic motivation comes from within and extrinsic motivation comes from outside. 

However, the two types of motivation can also differ in their level of effectiveness.

Extrinsic motivation is beneficial in some cases. For example, working toward a reward of some kind can be helpful when you need to complete a task you might normally find unpleasant.

While extrinsic motivation is helpful in certain situations, it may eventually lead to burnout or lose its effectiveness over time. Intrinsic motivation is typically more effective long term for completing tasks and achieving goals in a way that makes you feel fulfilled. 

Here are some comparisons between intrinsic and extrinsic motivation:

 

-        Cleaning your house because you like it tidy

-        Reading a book about a subject that interests you

-        Playing trivia because you like the challenge

-        From a work perspective, this could be choosing a pay cut to work for a nonprofit you are passionate about

 

-        Cleaning your house so your house guests don’t label you as “messy”

-        Reading a book because you have to for work

-        Playing trivia because you want to win a prize 

-        From a work perspective, this could be choosing a job because of the pay

 

 

            Daniel Pink is a modern writer on business & management, with a strong focus on the changing nature of work and the workplace. 

His book published in 2009, “Drive: the Surprising Truth About What Motivates Us,” focuses on the importance and effectiveness of three intrinsic elements to motivation at work: autonomy, mastery and purpose.

Pink argues that the evidence of scientific studies on motivation and rewards suggests that, for any work task that involves more than the most basic cognitive challenge, basic financial reward systems do not work. In fact, they can lead to worse performance.

He accepts that money is a motivator at work, but once people perceive that they are paid fairly, then they become much more motivated by intrinsic elements. Once people are paid fairly, they look for more from their work.

This is why Pink concludes that autonomy, mastery and purpose are the most influential aspects of motivation.

 

According to Pink, autonomy is the desire to direct our own lives. Pink argues that allowing employees autonomy runs counter to the traditional view of management which wants employees to "comply" with what is required of them.

However, if managers want employees to be more engaged in what they are doing (and they should - as tasks become more complicated) then allowing employees autonomy (self-direction) is better.

For example, some firms allow employees to have time at the workplace to do whatever they want. This freedom to spend time doing their own thing leads to many more innovative ideas and solutions.

The growth of flexible working practices is another good example of allowing staff more autonomy.

 

Pink argues that humans love to "get better at stuff" - they enjoy the satisfaction from personal achievement and progress. Allowing employees to enjoy a sense of progress at work contributes to their inner drive.

By contrast, a lack of opportunity at work for self-improvement or personal and professional development is liable to make employees more bored and unmotivated.

A key implication for managers is to set tasks for employees that are neither too easy or excessively challenging. Pink calls such tasks "Goldilocks tasks,” otherwise known as tasks that are not "too hot or too cold.”

 

Pink describes purpose as the desire to do things in service of something larger than ourselves. He also argues that people intrinsically want to do things that matter.

For example, entrepreneurs are often intrinsically motivated to "make a difference" rather than simply aiming for profit maximization.

Most of us spend more than half our waking hours at work. We want that time to matter.

In addition, employees need to know and understand the mission and goals of the organization and appreciate how their work and role fits into what the organization is about.

 

You can apply intrinsic motivation in several ways at work. Providing and receiving positive feedback is often an effective way to increase motivation. 

If you're interested in fostering intrinsic motivation among your team, consider the following:

●       For managers: To support intrinsic motivation among your team, be intentional with your feedback. Constructive criticism can help your team understand your standards and expectations while working together to achieve a goal or complete objectives effectively. Be sure you're not giving an abundance of praise for work that's not meaningful to your team. AIM Insights is a tool managers can use to help them give intentional feedback and ask intentional questions.

●       For employees: As an employee, you should consistently tell managers when and how their feedback helps you to be motivated. Consider positive feedback when their guidance was particularly helpful, which can help intrinsically motivate them to continue managing you successfully because they feel satisfied about the positive effect of their efforts. 

In some settings, extrinsic motivation is necessary for day-to-day work. Extrinsic rewards like bonuses, commissions, or prizes may be the preferred way to promote interest in certain difficult or unfulfilling tasks. 

To successfully use extrinsic motivation, consider the following:

●       For managers: When you want to use extrinsic motivation as a manager, it's important to offer rewards strategically. While external rewards can effectively motivate your team to take on a new challenge, learn a new skill, or hit a quarterly goal, you should also make sure you're giving them the resources necessary to take on projects and skills they're passionate about.

●       For employees: Work for the rewards that please you, but be aware of your limits and take breaks when you need them. Reflect on what is motivating you and notify your manager about any lack of resources or misdirection that impedes the proper motivation, and therefore, reward.

We often display a natural tendency to put our own needs before others.

This isn't necessarily a bad thing, though. As Psychology Today's Lisa Firestone notes, "Maintaining a certain regard for ourselves and engaging in self-compassion and self-care are actually fundamental to creating a good life for ourselves and the people who matter most to us."

Focusing on our own needs can protect us from burnout and other negative consequences. However, from a leadership perspective, this focus often crosses into a decidedly more selfish territory. In today's complicated workplace, if you don't put the needs of others before your own, you will lose in the long-term. 

If losing in the long-term isn't big enough, when you put the needs of others before your own as a leader you do two big things.

 

1.     Create an inspiring place to work

A leader who puts others first creates an uplifting, motivating culture that inspires confidence among their employees. 

These leaders maintain a high view of their people, show them respect, and listen receptively to their needs in a nonjudgmental way. This is powerful for a team’s positive performance environment as it instills a trust in the employees’ strengths, abilities, potential, and commitment to the job. 

This doesn't mean that you're going to become best friends with your employees. 

What it does mean, however, is that you will be continuously engaged in making sure that each team member has the resources they need to perform their job effectively. It means you will create a safe environment where everyone feels valued.

When you show genuine care for your employees' needs, as opposed to an obsession with the bottom line, you will enjoy better retention rates and productivity as everyone buys into the company culture.

 

2.     Improve the potential for widespread impact

When a leader focuses on their own needs, they limit their influence. Focusing on the needs of others is just good business sense. 

Additionally, leaders who put others first want to see them succeed. They understand that an employee's success doesn't threaten or diminish their position.

Instead, it creates new opportunities for growth. Taking on the role of a coach or mentor may not directly benefit your career, but it can help a new employee improve their skills so they can become a stronger contributor to the team.

When you focus on fulfilling employees' needs, they will be better able to meet their responsibilities toward your customers, putting your brand in a better position to reach its goals.

 

Adapting to a "people-first" mindset may be a bit of a challenge, but it can be done.

Start by getting to know your employees. Understand their challenges and concerns, as well as the things they're excited about. The better you get to know your team, the easier it will be to identify ways you can improve their experience in the workplace.

The leaders of people-centric companies understand that it’s people who make their company successful. These companies realize that when people feel valued and cared for, they do their work with stronger intrinsic motivation, a deeper sense of meaning, and a greater level of engagement. They go the extra mile simply because they want to contribute to an organization that cares about them.

The more you do to foster a positive, supportive atmosphere, the easier it will be for employees to feel like they can bring up concerns or new ideas. Giving everyone a voice by prioritizing their needs will cultivate a productive environment that allows everyone to succeed.

 

Intrinsic motivation is behavior driven by internal or intrinsic desire. 

In other words, it’s the motivation to engage in behavior that arises from within the individual rather than from without. This means that the motivation comes solely from oneself and not from external forces such as incentives like compensation or praise.

This is connected to the social psychology and self-determination theory, which is a framework for the study of motivation and suggests people become self-determined when their needs for competence, connection, and autonomy are filled. 

Intrinsic needs, like job satisfaction and human connection, stem from the self-determination theory and often drive us to do our best work. Intrinsic motivation can also improve team engagement, because it involves seeking out activities that bring us internal joy and help create purpose. 

Extrinsic motivation, on the other hand, refers to behavior that is driven by external rewards or punishment rather than internal desires. This means external motivation can be both rewards-based and fear-based, as long as there is an external force driving the motivation.

Let’s break down the differences between the two: 

 

●       Intrinsic motivation is the means of finding satisfaction within yourself. Intrinsic motivators might include curiosity or taking on a new challenge.  

●       Extrinsic motivation involves avoiding external punishment or seeking rewards. External factors that motivate team members can include extrinsic rewards—such as sales incentives or performance merits.

 

Human motivation is inherently different from person to person, which means the types of effective motivation will also vary from team to team. While one person may respond better to intrinsic factors, another might respond better to extrinsic factors. The key is to consider your team's needs and what’s best for their well-being.

 

Putting others' needs ahead of your own may feel counterintuitive. But to become a successful business leader, it is a crucial trait that you will need to develop. By focusing on the needs of your employees, you can inspire better performance. 

When you focus on people, rather than numbers, you will be far better positioned to achieve the desired results.