Motivation is more than just a buzzword in the workforce; it’s a crucial element that drives performance, satisfaction, and overall organizational success. Understanding the importance of motivation and its psychological impacts can help leaders and managers create environments where employees are not only productive but also fulfilled and engaged. Here’s a closer look at why motivation matters and the profound psychological effects it can have on workers.
Motivated employees are not only more productive but also more engaged and committed to their work. To inspire and energize your team, it’s helpful to look at how some of the world’s most renowned companies foster a motivated workforce.
Google is well-known for setting ambitious goals and fostering a culture of innovation. The company encourages employees to spend 20% of their time on projects they’re passionate about, which has led to the development of successful products like Gmail and Google News. By aligning individual goals with the company’s vision and allowing employees to explore their interests, Google ensures that team members are motivated by a sense of purpose and achievement.
Zappos, the online shoe retailer, has built its reputation on outstanding customer service, which is rooted in open and transparent communication. The company promotes a flat organizational structure where employees at all levels are encouraged to voice their ideas and concerns. Regular town hall meetings and open-door policies help ensure that communication flows freely, leading to a more engaged and motivated workforce.
Salesforce has a robust recognition and rewards program that includes both formal and informal methods of acknowledging employee accomplishments. The company celebrates milestones, such as work anniversaries and significant achievements, with public recognition and rewards like extra vacation days or bonuses. Salesforce’s commitment to celebrating success helps maintain high morale and motivation among its employees.
IBM is renowned for its investment in employee development and career growth. The company offers a wide range of learning opportunities, including online courses, workshops, and mentoring programs. IBM’s “IBM SkillsBuild” platform provides employees with access to a variety of resources to enhance their skills and advance their careers. By prioritizing professional development, IBM keeps its workforce motivated and prepared for future challenges.
Netflix operates on a culture of “freedom and responsibility,” empowering employees to make decisions and take ownership of their work. The company’s flexible work policies and trust-based approach allow employees to work in a way that suits them best. Netflix’s emphasis on autonomy and accountability helps employees feel more invested in their work, boosting motivation and creativity.
Patagonia, the outdoor apparel company, is a prime example of leadership by example. The company’s founders and leaders actively demonstrate their commitment to environmental sustainability and ethical practices. By aligning their actions with the company’s values, Patagonia’s leadership inspires employees to share the same dedication and enthusiasm, resulting in a motivated and passionate team.
As fall season begins and Q4 rolls in, it’s the perfect time to tackle a motivating challenge. This month, we encourage you to assess how your teammates or co-workers find their drive and discover ways to nurture and enhance that motivation.
Spend a few moments figuring out what drives your teammates or co-workers. What gets them excited about their work?
Option 1) Set up a virtual or physical “Motivation Wall” where team members can post inspiring quotes, success stories, or shout-outs to each other.
Option 2) Give at least three specific, sincere compliments or words of encouragement to different team members this week.
COACHING: How do you motivate your team?
Authors Neel Doshi and Lindsay McGregor have a theory about high performance: why people work affects how well they work. Their 2015 release Primed to Perform studies how top-performing companies achieve results.
You may believe that most people work for extrinsic (external) factors like pay, praise, or awards. But in the introduction to Primed to Perform, Doshi and McGregor write, “Money is weak glue.”53F53F53F[1] When members of a group don’t share values and a purpose, the group tends to fall apart. Unfortunately, most of what managers and HR staff practice is based on these external factors.
Instead, Doshi and McGregor write, we should be focused on what makes every human being tick (and perform at work): intrinsic or internal motivation. They identify the three most important of these: play, purpose, and potential.54F54F54F[2]
Play is just what it sounds like: a sense of enjoyment in the work itself. You may think the term play only applies to jobs that are, well, fun, like working in the arts or working with kids. But most people who are deeply engaged with their work consider it fun. I once had a CPA tell me that she “loved finding the last of the errors in an account; I get a thrill when I finally balance things out.” I’ve heard the same thing from editors and writers who love finding just the right word or headline, from engineers and scientists who solve problems, and from military members who enjoy the rigorous and deadly serious training they do every day.55F55F55F[3]
When you enjoy the work for its own sake, solving problems, getting it right, or doing something for the first time can feel like play. This kind of intrinsic enjoyment gives you a sense of curiosity: “I wonder how this works. I wonder what would happen if I tried it this way?” People who don’t enjoy their work never experiment; their curiosity is deadened, and they don’t enjoy much about their job beyond punching out for the day.
Purpose is the sense that the work you do matters (back to connection in Chapter 4).56F56F56F[4] Great companies help their people connect with the big picture, with what their work does for others. We’ve all seen disastrous results from bloated bureaucracies whose workers forget the real people, patients, or families behind the paperwork they’re processing. Connecting workers with the sense of making a difference in the world is one of the most powerful motivators a manager can tap into. Mission and vision statements have received a bad rap over the past decade, but when done well, the results can be transformational. Take, for example, Southwest Airlines: “When you deliver the highest quality of customer service, and make darn sure people have fun flying with us, they will choose us as often as possible.”
Potential is the idea that we all work for our own goals.57F57F57F[5] Potential is what the authors define as a second-order outcome: the work may not be inherently interesting, but it contributes to a personal goal you have. Most of us are working toward what we define as success, whether it’s financial achievement, acclaim, obtaining a promotion, or finishing a degree. You’re working hard now for a reward in the future. This is what helps you change bad habits and start better ones as well.
Doshi and McGregor studied dozens of companies and found that when these three factors were high, the company’s value and worker satisfaction soared.
[1] Neel Doshi and Lindsay McGregor, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation (New York: Harper Business, An Imprint of Harper Collins Publishers, 2015).
[2] Doshi and McGregor, Primed to Perform, 6.
[3] Doshi and McGregor, Primed to Perform, 7.
[4] Doshi and McGregor, Primed to Perform, 8.
[5] Doshi and McGregor, Primed to Perform, 8.
