Beyond Motivation

Leaders can't motivate anyone. For many years, leaders thought they could motivate others, and then they realized that there was such a thing as passive resistance. Lynne Kweder of the Gestalt Institute of Cleveland, made a statement in a training session that has served me well as a guide. She said, "People don't mind change, they just don't like being changed!" The idea of motivating others means that we think we can change them in some way so that they become more productive or hard working.

After suffering under the illusion that we could motivate others, we softened the language and determined that we could create environments where people would be motivated to be productive. This last iteration of the whole motivation attempt is a necessary improvement, but it doesn't quite win the prize. A 1950's researcher may hold some ideas that could be useful. His name is Herzberg. He researched what he called the hygiene factors in motivation. It seems that people want certain things "cleaned up" in their environment, but the factors that really impress them are a sense of autonomy, recogniton, career advancement. Those factors that must be cleaned up are supervision, working conditions and reward systems. People may say that they want more money, and they do, but they can be really unsettled by micromanagement that disturbs their sense of autonomy, or being placed in a job that has diminished value or significance, thereby sacrificing possibilities of career advancement or recognition.

For me, the real question about motivation is "when is there an alliance between self-interest and commitment?" What is the tipping point or turning point that drives a person toward passionate commitment? I work with a number of nonprofit organizations to manage their change initiatives - strategic planning, culture change, team building, board development, staff development, etc. Leaders of nonprofits often differentiate themselves from for-profit organizations by emphasizing their passion for their mission. What seems to energize them are the needs of their targeted populations. They seem to feel a sense of urgency and compassion, often framed as a sense of being called to the work. But the larger the nonprofit, the more that idealized sentiment fades, and people seem not so different from people working in and leading for-profits. In fact, the premise that there is more compassionate commitment in nonprofits may be flawed. Perhaps the apparent dedication in all organizations could be reframed as self-interest.

I prefer to view the energy that I see in nonprofits as "inspired action." But it need not be evident only within nonprofit organizations. People are creative beings that are often inspired in their work. Often, the inspiration itself is quickly transformed into an opportunity for recognition, thus aligning with self-interest. But some simply enjoy the experience of inspiration and intuitve thoughts, although there are so often few channels within organizations to invest in inspired action.

Sam Palmisano, CEO of IBM, created a large scale approach to inspired action through his "value jam" sessions with 100,000 employees! He wanted to change the face of IBM, revisiting and refashioning the operational values that no longer served the organization. The value jam sessions allowed people to vent their frustrations, i.e, exert their sense of autonomy and efficacy, and then with the air cleared, to move onward to creating a set of company values that, through their own investment, ensured their full commitment. If employees have had a "leading role" in creating their environment, based on values with which they can align, then their commitment is assured.

It is possible to move beyond strategies to "motivate" employees to do what they are uninspired to do. A large number of employees can become inspired if an organization allows them to create in their self-interest a reason and an opportunity to embrace change. Leaders can invite employees to the planning table, not so much to tell them what is planned, but to listen to their expressions of desires, values, and personal goals. From their personal frames of reference, the future of an organization can be spawned. I'd rather work for a company that allows me to be inspired to action, than one that wants to keep me motivated. Somehow "motivated" sounds like keeping me in constant "motion!" What are your thoughts?

Comments

[rick maurer]

I like what you have to say about motivation. Too often, leaders treat motivation as something they can inflict on others. Think of the countless dollars that go into coffee mugs, t-shirts, and posters with quasi-inspirational slogans. Or they bring in motivational speakers. When I get called to give motivational speeches on change and turn them down. I tell these potential clients that if people aren’t motivated about the change a speaker won’t turn things around. They need to look at the environment they work in, the business conditions, and how they are leading the change in order to begin to figure out how to turn apathy or resistance into support. I am always delighted when the person on the phone actually gets interested in looking beyond the speaker or the coffee mug approach, because they have a good chance of doing things right.

[Jim Clark]

Eleanor - you are very articulate and generous!

Jim

[Shell]

Something new for me to ponder. Please keep the wise words coming . . .

[Ernest Sanders]

Elenora. Interesting reflection and summary of leadership. Recently, I have presented a few classes on leadership and find myself agreeing with your comments.

Recently, I have read Henri Nouwen's book, "Out of Solitude," in which he states: "When we start being too impressed by the results of our work, we slowly come to the erroneous conviction that life is one large scoreboard where someone is listing the points to measure our worth. And before we are fully aware of it, we have sold our soul to the many grade-givers."

I find his comments aligned themselves very closely to yours in that recognized leaders have a list of accomplishments in which others view them as motivators. Personally, I believe the real truth behind leaders is not a list of accomplishments, but rather inspiration to undertake the impossible. When undertaking the impossible, you must receive motivation not from another, but from within.

Also, I don't find there to be any fundamental differences between "for profits and non profits." Having worked in each sector, I find that again one must motivate themselves to the cause at large.

Today, I am attempting to remain motivated (or driven), not by the office politics or un-inspired co-workers (defined as those who just don't care about the larger populace or mission, but just care about themselves), but rather by my Inward Inspiration, aka Jesus.

Recently, I started reading Ron Heifetz's book titled, "Leadership without Easy Answers," in which he cites, "...scholars tended to side with the value-free connotation of leadership..." Value-Free? Wow. He also states that some leadership tactics are only eventful and really should be event-making (paraphrase).

Let me first say, that my ability to be led and also leads, requires the utmost level of integrity for myself and others. Stepping on other people toe's just does not cut the mustard. That's where we gotten into trouble today as a nation. Secondly, I certainly hope that my daily walk is always event-making versus just being part of the history of an event. Everyday I wake up, I am making history, history is not making me.

[Eleanor Hooks]

Thanks, Ernie. You are an example of a person demonstrating inspired action I reference in my post. Covey's book, The 8th Habit: From Effectiveness to Greatness, offers a case for finding our voice in organizations and encouraging others to find theirs. I believe that that voice lies within. But as long as we in organizations are not encouraged to let it out, we are just workers, not inspired beings.