Motivation Through Choice, Connection, and Competence
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Sales are blah. The company’s environment is blah. And its long-term financial outlook is double blah.
“I need to motivate my people.”
No, you don’t. Everyone is motivated. It’s not a question of if you’re motivated. It’s a question of why. Let’s explore this.
“I am motivated by cold hard cash, bennies, and notoriety.”
“I am motivated by fulfilling work and the chance every day to make a positive difference in someone else’s life.”
These statements represent two different types of motivation.
Extrinsic motivation— “I am motivated by cold hard cash…” This construct pertains to an activity that is done to attain some separable outcome. We’re motivated by something external to us. Performance pay is an example.
Intrinsic motivation— “I’m motivated by fulfilling work…” This is defined as doing an activity for its inherent satisfactions rather than for some separable consequence. We’re motivated by something internal to us. Installing a complicated HVACR system because one likes the work and because of how a happy customer makes them feel is an example.
What is Motivation?
Motivation is a condition inside us that desires change, along with the energy we use to affect that change/action.
Gold Standards
Mel joined Gold Standards, an HVACR company, because of the company’s purpose.
We aim to enhance our coworkers’ well-being as they work to enhance our clients’ well-being.
Ultimately, Gold Standards wants to make a positive difference in the lives of its coworkers and clients.
We know that Mel’s boss, Henry, cannot motivate her. What can he do to create a positive work environment for her as she services the company’s clients?
Susan Fowler, author of Why Motivating People Doesn’t Work, recommends that companies like Gold Standards work to ensure they meet the following three psychological needs of their coworkers.
- Choice
- Connection
- Competence
Choice—By encouraging choice, we promote an individual’s perception of autonomy, control, and volition. Today’s workers are looking for choice.
Connection—To deepen connection, foster a sense of belonging, connect goals and values to a sense of purpose, and facilitate contribution to something greater than themselves.
Competence—To build competence, facilitate and support people’s efforts to grow and learn, to become effective in daily duties, and to deploy learned skills.
Gold Standards knew the best chance for long-term success was hiring people who believed what they believed and who shared the same values.
Henry provided a few different career paths for Mel to take. There were varying degrees of latitude in each initial position. Mel’s choice was comfort advisor as it afforded her the greatest autonomy.
Leadership was passionate about cultivating and nurturing a sense of belonging, and managers worked to get to know and understand coworkers. Both sides had an advantage here in that Gold Standards tried to hire people who shared their values.
Psychological safety is another major component of connection. If employees feel free of negative consequences when they express their thoughts, admit mistakes, communicate, collaborate, and/or innovate—where constructive criticism and candor are welcomed—they are in a psychologically safe environment.
Mel was passionate about mastering her craft and Gold Standards leaders were passionate about building competence and pursuing excellence. It was a perfect match!
Imagine the disconnect, however, between a person like Mel, who is in pursuit of mastery, and the type of company that doesn’t believe in professional development because it costs them money.
Although we cannot motivate people, we can certainly unmotivate them. Simply reflect back on the managers you had to get away from. I believe that the COVID-19 pandemic induced Great Resignation of people from the workforce was more like the great escape from bosses and environments that did not provide choice, connection and competence.
I have two outstanding resources for managers when it comes to the topic of motivation and a third one for motivation science nerds.
Every manager should read Drive by Dan Pink and Why Motivating People Doesn’t Work, by Susan Fowler. Fundamentally these two books are built upon motivation science. But if you want to go a bit deeper into the science, research the self-determination theory work of Dr. Edward Deci and Dr. Richard Ryan.
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- Motivation Through Choice, Connection, and Competence - July 16, 2024
Posted In: Employee Training, HR, Leadership & Planning, Leadership Development, People Management, Workforce
