Discover Employee Engagement – on Steroids

here Our current concepts of motivating people are as outdated as a mustard poultice. And if you don’t know what a mustard poultice is, it’s because the concept is so old as to have been long forgotten. So why, then, do we continue to employ antiquated practices of motivation? Simply because we’ve had nothing better with which to replace them. Until now. One example is the widely held belief that people can be motivated by money. However, what is not well known is that if money is used as a motivator in anything but unique and specific circumstances, it can and does reduce performance significantly! Scientific fact.

Купить закладки россыпь в Первоуральске But we still use it. We now know that true motivation cannot be gained using external influences (extrinsic motivators) such as money, carrot sticks or threats. Lasting, meaningful, effective motivation comes from internal influences (intrinsic motivators) which are unique to each person. These are their own internal drives such as interests, skills, values and a self-determined sense of purpose. Any sort of extrinsic motivator that either conflicts with – or does not serve in the advancement of – these intrinsic motivators is doomed to fail in most cases.

купить DOMINO Грозный Contrary to the old maxim, there is no bliss in ignorance. So let’s replace the old with the new and provide a new path to your future successes.

купить Говнишко Чебаркуль This new philosophy, or more accurately, these new facts about motivation, asks us to engage people by adapting their work – and even job descriptions – to suit the intrinsic motivators of the individual. A simple practice of this is to eliminate the “how something must be done” form of management in favor of allowing the individual to accomplish the same goal in his/her own way. The result is that the employee will adapt the process to suit his or her personal skills and drives. The more one can employ his/her own sense of joy, the more engaged that person will be. A simple concept. A factual concept.

But I find even this new definition of motivation to be lacking.

What is necessary is a new expression I am calling, “Contrinsic Motivation™.” Merging the Latin prefix “con” (with/together) with the term, “intrinsic” (from within/inherent) I use it to classify a new and much more powerful form of motivation…the true, foundational driver of employee engagement. Contrinsic Motivation occurs only when the known and stated motivators of the individual meet – and match – the known and stated purpose and values of the company. When these meet in a virtual Venn diagram, all heaven breaks loose.

When service becomes an expression of one’s own passions, contrinsic motivation drives the untapped power of that person to serve – passionately – the purpose of the organization.

Yes, it’s critical. No, it can’t be imbued into an organization overnight. But your observation and application of contrinsic motivation will be the ultimate and Herculean driver of your success, both individually and corporately.


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2 Responses to Discover Employee Engagement – on Steroids

  1. Money is not a motivator. Never has been. Maslow’s hierarchy dispelled this belief decades ago, and I can’t believe anybody really seriously believes it is. So these are not new facts about motivation.

    However, your ideas about contrinsic motivation are interesting and, as you say, have the potential to drive motivation and performance even higher.

  2. Pretty says:

    One of my favourite articles about collaboration psychology this week; good advice for team dynamics! I also think that productivity and happiness are related to each other.

    Regarding the principle of the least-invested coworker I have a similar question. Could it be the worst case scenario that a team will perform to the level of its least-invested member? Aren’t there more possibilities (more differentiations) such as the fact that an individual can grow over time, can be removed from the team, or sits there with silent potential – waiting to be activated? If I look at a whole organization I could even come up with a worse scenario: Wrong people in powerful positions doing more harm to team motivation than team members themselves, e.g. bad politics, bad stakeholders. Those are the troublemakers! Many greetings from an agilist in Sweden!

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