Motivating People Doesn't Work

I picked up Susan Fowler's Why Motivating People Doesn't Work...and What Does a couple of years ago when I was trying to understand some unproductive team dynamics in my department. Recently I picked it up again to review the frameworks presented and appreciated all over again the simple truths presented by the author.

1. Everyone is inherently motivated, they just may not be motivated in the way you want or expect
2. Sub-optimally motivated people may not leave an organization. Instead they may stay and fester
3. When people have their needs met by their job and when their leader is able to connect the team member's needs to the skills and tasks needed for the job, most people will reach a more optimal motivational outlook on their own

Fowler presents a framework that describes six general "motivational outlooks" that people may present with. Some of these are considered low-quality outlooks that will have a negative impact on the organization (Disinterested, External, and Imposed). Others are considered more optimal outlooks (Aligned, Integrated, and Inherent) Of particular importance, she describes the kinds of business practices that lead a person toward one or another of these outlooks. Using brief case studies, she succinctly illuminates the way in which some organizations' motivational programs can backfire on them and throw their team members into sub-optimal motivational states.

As an antidote to this problem, she provides key psychological factors to consider when approaching an apparent motivational problem. Her main rubric is "ARC" - autonomy, relatedness, and competence. She asserts, correctly I believe, that when these three psychological needs are fulfilled, most people will rise to a more optimal motivational state. When this shift occurs, both the team and the organization as a whole benefit. She provides ample scenarios in which a well-intentioned motivational program can go awry.

Finally she provides advice for leaders regarding how to conduct "Outlook Conversations" which purpose is to support and assist team members in communicating their needs and connecting with the work that needs to be done.

I recommend this book for team leaders and department managers who are looking for practical skills with which they can elicit the best out of their team, without resorting to threats and disciplinary action.

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