Giveaway: Drive – the surprising truth about what motivates us

This month, we are giving away a copy of Daniel Pink’s New York Times top 10 bestseller ‘Drive: The surprising truth about what motivate us’ and here’s the reason why…



A couple of years ago, as part of a management course, I attended a workshop that explored how we can keep people motivated.  Keen to get the best out of my teams, I was listening intently, excited at the prospect of learning new ways to engage people and enhance performance.  As the tutor explained Maslow’s hierarchy of needs, he outlined the different levels of need which need to be fulfilled for an individual to achieve the central goal of ‘self-actualisation’ or ‘full realisation of potential’.

This was great but I already knew about Maslow and was hoping to be able to build on this knowledge and take something new from the session.  Having an awareness of modern theories in this area, I was puzzled to hear the tutor say that there haven’t been any motivational thinkers since Maslow in the 1960’s and 70’s.

After the tutor had finished presenting, he moved around the room to speak to the different groups.  When he reached our group, I raised my thoughts with him:

‘You mentioned that there haven’t been any motivation theories since Maslow but I actually do know of one’.

‘Ah yes’ he said ‘are you talking about Daniel Pink?’

I confirmed that I was indeed speaking of Daniel Pink and his theory set out in the book ‘Drive’.  To my surprise, the tutor responded:

‘Yes, we’re not allowed to teach that’.

Thankfully for me, I’d read Pink’s theory already and put the ideas into practice to great effect so I was dismayed to realise that others were being prevented from exploring Pink’s theory.

At a later event I went to where we were discussing well-being, the conversation turned to staff and motivation.  It was clear that there remains a view that people ‘just’ go to work for money and that’s all they are looking for.  I don’t believe this is the case and whilst money is important – of course, we all want to have nice things and a comfortable lifestyle where we can spend our days experiencing joy and not worry – money alone does not provide job satisfaction and fulfilment.  Drive explores this idea in more detail, considering why people go to work and how Managers can capitalise on that to encourage optimum performance.

It wouldn’t be fair for me to spoil the book for you so if you, like me, did not cover Daniel Pink in your management course but want to know how to help people in your team to reach their potential, I suggest you retweet or share on social media and subscribe to this blog before 27th October to be in with a chance to win your own copy and see what difference it could make.

 

3minuteleadership.org

 

 

Is a decent salary and good pension really enough to motivate people?

After watching a video on motivation shared by Harvard Business Review, there were some points I wanted to share.

Firstly, The Explainer: One more time, how do you motivate employees? says that force is the first thing not to use if you want to motivate employees.  It seems widely accepted today that ordering people to do something is not the way to inspire people and get them on board.

One of my early blogs focused on Daniel Pink’s thoughts on motivation, set out in his book Drive.  He says that the basic need is salary so employers should ‘pay enough to take money off the table’.  This video says something similar, setting out Hertzberg’s ‘hygiene factors’ of salary, working conditions and job security.  These factors echo Maslow’s theory of motivation which suggests that motivation requires people’s basic needs to be met as a starting point.  I’ve worked in organisations where the belief seemed to be that paying a decent salary and good pension is enough to motivate people.  Instead, I would suggest that these basic factors encourage people to stay with your organisation and so come to work every day but they are not enough to make people perform.

What we need to be thinking about as leaders is how to get people to take responsibility and move forward on their own.  This next layer includes factors such as challenging work, autonomy, recognition and advancement.  These things get people interested and fired up to push things forward so that they achieve high performance.

As a manager, I believe that achieving this is about taking a more hands-off approach and giving individuals space to try things and learn from them.  To avoid things taking a long time or moving in the wrong direction, I provide clarity around the overall aims and objectives, advice and guidance on how to complete the task and parameters for the work.  This includes my thoughts on the best way to go about things, how I envisage it will look or feel and time allowed for the task.

For me, this all takes the form of a discussion where individuals can challenge my views and share their own ideas.  Once we have agreed the requirements of the work, I leave them to carry on with it, checking progress on a regular basis and offering support so they know where I am if they have questions or need advice.

This approach requires trust and humility; it requires me to let them be expert in what they do and accept that they might know more or have better ideas.  The more I can let them act on their own beliefs and draw on their expertise, the more happy, satisfied and motivated they feel in their work. It has always seemed to me that it increases loyalty, respect and commitment as well.

Furthermore, I would suggest that motivating people requires an appreciation of the individual and respect for a diversity of views and opinions, spending time as a team and allowing space for relationships to develop, celebrating success, encouraging them to push forward and supporting them to achieve their personal goals.

Do you use any of the techniques above? How do you achieve motivation and performance within your team? Share your thoughts below.

3miuteleadership.org

 

 

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