The Myths and Truths about Motivation

In today's complex world of workplaces, motivation stands as a pivotal factor that can significantly influence organizational and employee performance, productivity, satisfaction, and overall individual well-being. Over the decades, motivation has remained a topic of keen interest for both researchers and the leaders, holding keys to unlocking organizational potential.

Many foundational theories have contributed to our understanding of motivation as it stands today, including Instinct Theory, Drive Theory, Needs Hierarchy Theory, and Two-Factor Theory. Notably, several common themes emerge across these theories, transcending time and context. For instance, a prevailing theme across these theories is the idea that individuals need to be told exactly what to do (give KRAs). Another shared element is the crucial role of rewards, incentives, and consequences in motivating individuals.

However, the challenge lies in the fact that many organizations have adopted these common themes as a a "one-size-fits-all" approach to driving motivation. And consequently, despite their best efforts, most organizations still witness high-performing and seemingly "satisfied" employees choosing to seek opportunities elsewhere. This has ironically led organizations to cling even more to traditional methods of motivation, viz. consequence management, financial compensation programs, titles, and the ubiquitous team outings, all in the hope of motivating, inspiring and retaining their valuable talent.

Often, Leaders, influenced by their own upbringing, cultural conditioning, and ingrained mental patterns, harbor certain myths about what motivates and inspires those under them.

While these myths may have once been true for them, they may not hold the same power for everyone else. It is important that we recognize these "one size fits all" motivators, question their universality, and adopt a more nuanced approach to motivating people.

Here are some common myths about motivation that need to be challenged around us:

Myth #1: Money is the primary motivator: Recent phenomena like the Great Resignation and Quiet Quitting have demonstrated that while money is undoubtedly important, it cannot be considered the sole or primary motivator for everyone.

Myth #2: Fear is a motivator: Some leaders believe that fear is the most potent motivator, resulting in a culture of pressure, criticism, and punishment. However, this approach often leads to unethical practices, poor collaboration, and employee burnout.

Myth #3: Motivation can be achieved instantly: Many leaders believe that motivation can be activated at will, often through a high energy talk, off-site retreats, bonuses, or team lunches. In reality, motivation is a gradual process that requires effort, persistence, and the right environment.

Myth #4: Motivation is the sole responsibility of leaders or managers: Contrary to this myth, motivation is a shared responsibility, with a significant role for individual initiative and self-determination. Placing the entire onus on leaders can be lop-sided, and takes sense of control away from an individual..

Myth #5: Intrinsic motivation requires first progressing through basic needs: This linear view of motivation suggests that individuals must first meet basic needs like food, water, and shelter before reaching a more inner, self-actualization based motivation. However, if we look around, we will find individuals, such as start-up founders, activists, artists, or athletes, operate from a higher level of motivation from the outset. Take care of basics, but start building a purpose driven culture as well.

Myth #6: Feedback on weaknesses motivates action: While feedback can be motivating, the myth that it must exclusively focus on weaknesses is unfounded. Highlighting and talking strengths alone is most inspiring.

Myth #7: Motivation relies solely on setting big, ambitious goals: While setting big, ambitious goals can be motivating for some, it's important to recognize that this is not the only effective one. Overly ambitious goals can sometimes paralyze action, and more achievable goals can be equally motivating.

Myth #8: Autonomy motivates us: It is a double edged sword. For many of us, in today’s state of ambiguity, there is a need for direction, a desire to be partnered or coached by others. Letting go, and taking for granted that autonomy will enable motivation, can be quite counter-productive for many team members.

It’s the job of a manager not to light the fire of motivation, but to create an environment to let each person’s personal spark of motivation blaze- Frederick Herzberg

In my conversations with professionals and leaders, we identified four fundamental enablers of motivation that can serve as cornerstones for self-motivation and as tools for leaders to inspire teams:

1. Aligning personal values with organizational values: The ability to connect one's deeply held values with the values and purpose of the organization is a powerful motivator.
2. Building relationships at work: Creating personal bonds with colleagues and leaders fosters a sense of belonging and motivation.
3. Contributing to organizational goals: Recognizing one's ability to add value to the organization, team, or leader's objectives is motivating, regardless of the scale of the contribution.
4. Accepting the present moment: The most important, and also the toughest of all is about embracing the present without constantly yearning for a different situation or environment. This mind-set reduces restlessness and anxiety, and creates a foundation for motivation and inspirational action.

Dispelling the “one size fits all” myths and embracing a more nuanced understanding of motivation is crucial. A good place to start is by looking inwards, because many times these myths resides within our own minds. And as we start to embrace the four enablers of motivation – aligned values, positive relationships, contribution at work and acceptance of the present moment, we can identify with a source of inspiration that is True, Our Own and Infinite.

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