The article summarizes some of the key takeaways from the book, and shares important concepts for individuals and leaders to consider when evaluating their own motivation—or when they are trying to help others with theirs.
- Recognize that each of us is already motivated—it just the quality of our motivation that might be a problem. Some forms of motivation are sustainable, satisfying, and promote well-being while others don’t. Fowler explains that leaders need to ask why people are motivated to do what’s been asked of them. Otherwise we end up with well known examples such as the young student who hates law school because of the pressure his parents put on him to succeed.
- Encourage autonomy. Give people options. Even when you are discussing deadlines, frame them as useful information for achieving important goals rather than hammers for applying pressure.
- Deepen relatedness. Appreciate the vital role emotions and feelings play in creating connection.
- Develop people’s competence. At the end of the day, it’s not just about what a person accomplishes; it’s also about how they are growing.
- Promote mindfulness. Prompt awareness of options a person may not have considered. Ask open ended questions to help individuals rise above old, unhelpful patterns of behavior.
- Align with values. Help others align their work to meaningful values that generate positive energy, vitality, and sense of well-being.
- Connect to purpose. Few things in life are more powerful than acting from a noble purpose.
