Greetings!

Frequently asked; "What do I have to do to motivate these people?" Well, it's not what you think. Webster says, Motivation: the condition of being stimulated. Here are 5 major myths of motivation.

Some people are inherently lazy and need someone to kick them in the ass. Whatever the obstacle, it's almost never laziness. People are more and more inherently uncertain. Maybe we need to coach-forward instead of reinforcing their "negative resignations" meaning their devaluing self-talk ("same old me...I just can't cut it" etc).

Money is the only real motivator. Strike two. Study upon study show money is not only subordinated on personal value-scale, it's also short-term. If the difference between two job opportunities is $25,000, sure, money can be a major deciding factor but it's the fumes, not the gas.

Certain types of people are naturally "motivated." That premise gets us off into rocks & shoals and implies that if someone charges up and down the halls singing the company fight song they're naturally motivated. One doubts Einstein or Jobs did a lot of back-slapping. And if that was true, how could Admiral Nimitz be an equal or greater leader than George Patton? If we could really tell what a warrior looks like from his or her shoes or daily animation, we'd be Donald Trump. What we're seeing in people are "social styles," not a motivational index. It's a deeds-not-words world. Some of the best are some of the least intense (even in sales).

I have the power and insight to motivate people. No, you don't...nor does anyone else. The plumbing is either in place or absent when a person enters a new position. Their past experiences, core beliefs, and life-scripting all determine their potential to become motivated. We can (1) closely observe their tendencies and aptitudes then (2) try our best to help them remove the built-in barriers that stand in the way of their professional emergence.

A little intimidation can be a good thing. Ah...the "firings will continue until morale improves" doctrine. In truly great organizations there is a core covenant that is built on trust, permission to make a mistake, empowerment to reach for more and most of all, a climate of permanent human capital value. Businesses don't compete, people do. If your way of motivating someone is to raise their fear level, the ultimate outcome is an under-performing building with turnover the ultimate price.

There may never be a critic who says, "I love this person." So what? If you give people more responsibility, they will perform more responsibly. Instead of prodding people under the belief there's some big reward at the end, remind them this is their time...and their time is now.

Sincerely,