The Make Up of Motivation

If you want to crush your strategic goals, grow revenue and stay ahead of the competition, you need to motivate your employees.

To do that, it helps to understand some basic theories of motivation that will drive the behaviors you want to see.

There are many theories, I have no doubt. I want to touch on a few. You will find that there is considerable overlap! Once you know what motivates employees, you can take steps to create those conditions and emotions for your team. Remember, employees are individuals who will be motivated by different factors, so get to know your people.

Today, I am focusing on intrinsic motivators which can be powerful drivers of long-term passion and commitment to one’s job and producing one’s best work. That is not to say that extrinsic motivators don’t play a significant role as well – money talks.

Satisfaction Not Dissatisfaction

The first theory that resonates with me is Frederick Herzberg’s Two Factor Theory. Hygiene v. Motivating Factors. (Not sold on the word hygiene!)

If hygiene factors are not present, employees will be more dissatisfied. To me these are the baseline (though many companies get these wrong too). Working conditions (interesting today when we think about WFH vs inspiring office conditions), policies and rules, relationships with team members, quality of managers, wages, and incentives.

If you increase motivating factors, employees will be more satisfied with their jobs. These are where leaders need to be focused. Achievement, recognition (appreciation), responsibility (autonomy), the work itself, advancement, and personal growth.

Yes, money talks, but Millennials value personal and professional growth over $$. Provide opportunities to develop skills – trainings, mentoring, offer to pay for a license or certification.

Employees want to feel a sense of pride – that they mastered something challenging. They want to be praised and acknowledged for their efforts and talents; provide feedback both positive and constructive.

They want to feel like they own their work – autonomy. Delegate authority and make them part of the decision-making process. Ask for their opinions and suggestions.

Self-Determination Theory

Self-determination refers to each person's ability to make choices and manage their own life.

This theory suggests that employees have three psychological needs for self-motivation.

Autonomy – they have decision-making authority, some choice, control over process. I always remind founders that you delegate outcomes, not the how-to.

Relatedness (camaraderie) – people need to be cared about and care about others like their team members. This is where encouraging teamwork and collaboration can help create these bonds. This is where flex schedules can be valuable as we are seeing, showing that you understand that an employee has other obligations at home.

Competence – employees need to feel challenged (work itself) and like they are contributing to the success of the business and achievement of the strategic goals.

This theory is based on a belief that behavior is driven by a need for growth and development; that people want to gain new skills, knowledge and experience.

Not the Input, the Output

Jeff Hayden’s book “Motivational Myth” suggests that motivation is not a prerequisite for taking on a new task/challenging work. Rather, it arises from measurable successes.

With small successes comes small doses of motivation  bigger successes more motivation. You build confidence and competence with repeated success. There is a motivational cycle.

As leaders, you should recognize and celebrate wins. Tie strategic goals to measurable targets. The Pygmalion Theory will tell you to see stretch goals, that people rise to the occasion.  As they have more successes, trust them with more responsibilities.

A Few More…

Sirota’s Three Factor Theory – equity/fairness, achievement, and camaraderie motivate.

McCelland’s Human Motivation Theory – achievement, affiliation, and power.

Hope you are seeing some similarities here (ok I made them obvious!)

Start by understanding the theories of motivation so you can take action to create those conditions and ignite those feelings of job satisfaction and worthiness that drive performance.