“I have come to the conclusion that my subjective account of my motivation is largely mythical on almost all occasions. I don't know why I do things.” J.B.S. Haldane
“Classic economic theory, based as it is on an inadequate theory of human motivation, could be revolutionized by accepting the reality of higher human needs, including the impulse to self actualization and the love for the highest values.” Abraham Maslow
I recently read “Drive” by Daniel Pink. He suggests that some well accepted, long standing business practices are bad for motivation; effectively debunking a number of myths. His introduction includes a review of Edward Deci’s work who argues that: Rewards can deliver a short term boost…Just as a jolt of caffeine can keep you cranking for a few more hours. But the effect wears off… and worse, can reduce a person’s longer-term motivation to continue the project. Edward Deci further postulates: Human Beings have an inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn. Some of the myths debunked are:
Myth # 1: That big contingent individual bonuses, especially for short-term results, will increase employee performance.
From Drive: External rewards and punishments can work nicely for algorithmic[1] tasks. But they can be devastating for heuristic[2] ones because they interfere with people’s creativity.
Myth # 2: Goal setting will improve performance.
From Drive: Goals imposed by others – sales targets, quarterly returns, standardized test scores and so on…. can sometimes have dangerous side effects, including unethical behaviour. Goals that people set for themselves, and that are targeted at attaining mastery of their crafts, are usually better predictors of superior performance.Myth # 3: Professionals (lawyers, accountants, etc.) should use billable hours for charging their clients.
From Drive: Mechanisms such as the “billable hour” are “the most autonomy-crushing mechanism imaginable”. “Focus inevitably veers from the output of their work (solving a client’s problem) to its input (piling up as many hours as possible).
Myth # 4: All you need is talent.
From Drive: Grit[3] may be as essential as talent to high accomplishment.Myth # 5: Good “Management” is critical.
From Drive: If managing is about control then Pink suggests it is an out dated paradigm, and that providing autonomy produces better results. The acronym he uses in the book is ROWE: for results-only work environment. The closer you can get to it the better the results will be.
The Motivational ‘secret sauce’: Autonomy, Mastery and Purpose
Autonomous people working toward mastery perform at very high levels. But those who do so in the service of some greater objective can achieve even more.
The book “Drive” helps develop understanding of what motivates us which most Business Owners know they need help with and I believe is worth taking the time to read and understand.
You can also see a 10 minute YouTube video summarizing Drive’s key concepts by clicking on the following:
