Why motivating People sucks?

Managers worry about how to motivate employees, but they shouldn’t waste their energy.

All people, including your employees, are already motivated.

The question is, what specifically motivates each individual and what motivates your workforce?

In “Why Motivating People Doesn’t Work and What Does,” published by Berrett-Koehler Publishers, consultant Susan Fowler explains how managers can unleash the employees’ maximum potential without resorting to a carrot-and-stick approach that creates more problems than it solves.

I recommend Fowler’s radical ideas to leaders, small business owners, and start-up entrepreneurs who are ready to move beyond traditional, motivational techniques.

Look for two types of motivation:

In the first, people are motivated to do something because they must do it. It’s their job, or they are motivated to win a reward. Their egos drive them.

The second example of motivation is when people want to do something. Their values inspire them. They want to excel, grow, or learn.

Managers can use this insight to unleash their employees’ maximum potential.

For example, say one salesperson works overtime to win a contest, secure a bonus, and have others see him or her as a top dog. Other salespeople also work overtime. They hold your services in high esteem and regard selling your product as an essential purpose. They want to help your clients achieve their goals and solve their problems. That’s the kind of motivation you want to encourage. To motivate the first salesperson, your company must spend money and effort on sales contests, bonuses, and so on.

If you stop these programs, the reward oriented sales person’s results will evaporate.

The carrot-or-stick approach to motivation may work in the short term, but it makes things worse over time. People must motivate themselves.