WHY MOTIVATING PEOPLE DOESN'T WORK - PART 2

SHORT NOTE FROM:

WHY MOTIVATING PEOPLE DOESN'T WORK

SUSAN FOWLER

Berrett Koehler Publishers, Inc., San Francisco

218 Pages

3. THE DANGER OF DRIVE

Be careful of being driven.  Nobody liked the idea of something or someone outside controlling them.  One of the most popular motivational theories is called Drive Theory which is based on the idea that we are motivational to get what we don't have.

People want to thrive when they experience autonomy, relatedness, and competence needs.  Individuals are more likely to have high-quality self-regulation in a reliable, safe and trusting work-setting.  Thus, leaders and organisations need to work harder at creating a work place where people doesn't have to work so hard to self-regulate.  People also need to learn how to self-regulate; need to learn how to drive instead of being driven.

3 TECHNIQUES PROMOTING HIGH-QUALITY SELF-REGULATION

1. MINDFULNESS

2. VALUES

3. PURPOSE

Mindfulness provides a view of reality without the filters, self-centered thought, and historical conditioning that tint your outlook.  People are always acting from their values and they are more likely to meet or exceed expectations when they purse goals within the context of a meaningful purpose.

The danger of drive is that it promotes external motivations which comes in tangible forms.  people ultimately resent leaders who create a pressurised workplace that undermines autonomy.  People regards managers who drive for results as self-serving.  Driving for results by adding pressure and tension blocks people's creativity and ability to focus.  When employees thrive, leaders don't need to drive.

cont.......Part 3