When it comes to motivation, there’s a gap between what science knows and what business does. Our current business operating system – which is built around external, carrot-and-stick motivators – doesn’t work and often does harm. We need an upgrade, and science shows the way. This new approach has 3 essential elements: 1)Autonomy…2)Mastery…3)Purpose.
(right from Dan’s recap on page 203 – thanks, Dan!)
Ideas, Implications, and Questions
- I think that Drive has big implications for how to manage and reward salespeople, but I’m not sure what those implications are. Dan makes the distinction between algorithmic tasks (which are based in routine) and heuristic tasks (which involve creative problem solving). While most jobs tend to lean towards one or the other, success as a salesperson requires both. For example, most prospecting activities, such as making phone calls, are relatively routine. At the same time, the sales presentation can require a great deal of creativity and other “soft” skills. If this is the case, what’s the best way to motivate salespeople? Dan points out the “if, then” rewards can actually diminish success at tasks that require creativity or broad thinking. Does that mean that sales contests and commission-based pay don’t work? Does it make sense to tie rewards to the activities involved in selling instead of the results, i.e rewarding number of calls? Furthermore, many salespeople are actually highly competitive and driven by rewards; does that mean that “if, then” actually works for them?
- A powerful concept for Dan is his idea of Motivation 3.0 (Motivation 1.0 is survival and Motivation 2.0 is the carrot-and-stick method of rewards and punishment). The three components of Motivation 3.0 are:
- Autonomy – Especially around time, task, team, and technique
- Mastery – The continuous, and long-term, development of competence
- Purpose – Shifting away from a pure profit-motive towards a purpose-motive
- Does the idea of Motivation 3.0 require a relatively well-educated, highly-actualized employee? It seems that many people say they would like autonomy, or that they are working towards mastery, but their performance at their position doesn’t bear it out. I think that there are strong connections here for the evolution of the “knowledge worker”, but I think there are large groups that this doesn’t apply to as easily.
- I think Drive points out the necessity of training and development, especially for organizations that want their staff to operate at these higher levels of motivation. For example, if purpose is an important aspect of motivation, it makes sense to help people connect with their purpose. If autonomy is important, helping individuals manage their time effectively (as well as develop the other skills necessary for self-direction) is important.
Should you read this book?
This is a very worthwhile read for anyone who is responsible for working through other people. It has many intriguing implications for those who have to move other people to action.
- Retail/Hospitality Managers
- Dept. Supervisors
- Sales Managers
- Creative Directors
- Human Resource Professionals
This article was originally published on October, 20th 2010.