How to Motivate People: A Practical Guide for Leaders

Leaders often ask us, “How can I motivate my team?” or “How do I enhance employee engagement?”. Unfortunately, there is no simple answer, as motivation is a highly individual and complex subject.

But the challenge of motivating people is also what makes life interesting as a leader. Wouldn’t it be boring if we were all like robots, needing three pushes of a button, to be motivated?

Nevertheless, there are common motivational “themes”, or guidelines, that every leader can benefit from.

Key moments

[04:37] A common misconception is that people are motivated by money. While it's certainly true that people have jobs in order to earn money, once individuals feel fairly compensated, other aspects take precedence.

[09:36] Daniel H. Pink emphasises three fundamental drivers:

Autonomy is about freedom how to do the work, when to do the work, and, ideally, who with. While there are of course limits to autonomy at work, it is crucial for leaders to act as autonomy supporters.

[17:42] Mastery entails the joy of honing skills and receiving recognition for expertise. Viewing people development as an investment rather than an expense is a testament to organisational wisdom.

[23:26] Purpose extends beyond monetary gains. People yearn to contribute to something meaningful, transcending the singular pursuit of increasing shareholder value.

[25:52] In addition to “finding meaning”, the “Socio-Analytic Model of Values, Interests, and Motives” identifies two additional “master motives”:

Getting along: Humans have always lived in groups. Getting along with others has been critical for our survival as a species. Furthermore, “at a deep and often unconscious level, people need attention and approval.”

Getting ahead: At the same time, every group or social unit always has a hierarchy with an unequal distribution of power. Individual strive for status differs, but from an evolutionary perspective, a higher status allows better choices in many areas of life.

[30:04] Björn Ekenvall said, "You can't motivate people to perform. It's actually the other way around". Helping people to be successful, will generate motivation and ignite a self-reinforcing cycle of performance and motivation.

[31:15] As motivation is so highly individual, leaders need to understand the individuals they are working with: What excites them? What do they like to learn? What are their aspirations?

[34:04] Recognition and feedback signify a leader's care, fostering involvement and a sense of importance among team members.

[38:00] A leader's attitude directly impacts motivation and performance: Leaders who look at their people as heroes increase the chances they become heroes. Leaders who treat people like children might find they behave like children.

[41:30] Reflection Questions.

Reflection Questions

• Autonomy: How can I give people more freedom regarding how they work, when they work, and who they work with?
• Mastery: How can I nurture individuals’ development?
• Purpose: Does our company have a compelling purpose and vision that goes beyond profit-making?
• Personal Motivation: What motivates me as a leader? And how might this differ from others?

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Martin Aldergård
Gerrit Pelzer