Why Motivating People Doesn’t Work...And What Does book PDF free download
Publication date:. Bestseller over 20,000+ copies sold. Top leadership researcher, consultant, and coach Susan Fowler says stop trying to motivate people! It's frustrating for everyone involved and it just doesn't work. You can't motivate people—they are already motivated but generally in superficial and short-term ways. Managers are continually challenged to motivate a workforce to do two things. The first challenge is to motivate employees to work toward help-ing the organization achieve its goals. The second is to motivate employ-ees to work toward achieving their own personal goals. Meeting the needs and achieving the goals of both the employer and the. I urge you: Stop trying to motivate people! It’s frustrating for everyone involved and it just doesn't work. An important truth has emerged from the compelling science of motivation: Motivating. Motivation is one of the most vital and essential aspects of leadership and one of the most confused and misunderstood. The result of this confusion and misunderstanding is leaders who have become. Access a free summary of Why Motivating People Doesn’t Work.and What Does, by Susan Fowler and 22,000 other business, leadership and nonfiction books on getAbstract.
“I encourage leaders to read this book—but with a warning. They may get more than they expect. I learned as much about my own motiva- tion as I did about the motivation of those I lead.”
—M. Paula Daoust, PhD, Director, Blue Cross and Blue Shield of Kansas
“If you believe, as I do, that people are learners who long to grow, en- joy their work, be productive, make positive contributions, and build lasting relationships, then you must read this book. Susan presents tools you can use to create a company sure to unleash everyone’s full potential.”
—Dick Lyles, CEO, Origin Entertainment
“We all want help to motivate the people we lead, to help them de- velop and grow in a productive working environment. Susan Fowler’s technique shows you the right approach, leading to both the best performance and employee commitment.”
—Agnes Jeanbart, Facilities Manager, Gulf, Unilever
“If you read only one book this year, read this one!”
—Robert L. Lorber, PhD, President, The Lorber Kamai Consulting Group
“Susan reveals that the recipe for motivation does not consist of car- rots and sticks. Her formula has helped me lead my patients, my employees, and myself in the joyful pursuit of healthier outcomes. I would prescribe her book to everyone!”
—Laura Lee Copeland, MD, MBA, FACEP, emergency physician and Director of Medical Informatics, Humber River Hospital, Toronto, Canada
“One of the greatest opportunities for leaders is to help their people create meaning. Susan’s book shows us how.”
—Mine Sadiç, EEMEA Training Development Manager, Roche, Istanbul, Turkey
“Ever wonder what makes your consumers, clients, business partners, and employees keep coming back? Susan opens your eyes to why they do and how you can make the choice to return easy.”
—Tom Porter, Director, HR and Administration, Kawasaki Motors Corp., USA
“This book helps leaders reflect on what keeps them going and help others feel comfortable doing the same. It is critical to make what Susan writes in her book into a habit.”
—Marios Loucaides, CEO, Cyprus Trading Corporation Plc, Nicosia, Cyprus
“No motivational buttons, no inspiring speeches, no carrots, and no sticks; instead, Susan proposes developing a greater awareness of ourselves, practicing mindfulness, and learning to align values and purpose. We should listen instead of talking and search for the right questions instead of the right answers.”
—Marius Tanase, Executive Director, Farmexpert
“Some ideas are way ahead of their time; Optimal Motivation is one of them and will shock you out of old methods of motivating people. It is the most revolutionary theory of motivation in decades.”
—Andrei Foisor, Country Manager, Roche Diabetes Care, Romania
Susan Fowler Why Motivating People Doesn't Work
“Susan’s book is provocative and pragmatic at the same time. She has successfully tapped into a longing I have had as a leader: how can I help people do what I think they naturally want to do—grow, develop, and fulfill their potential? Susan’s propositions are surefire and easy to put into action.”
—Dr. Santrupt B. Misra, CEO, Carbon Black Business, and Director, Group Human Resources, Aditya Birla Group
In this episode, Susan Fowler explores how most companies expect managers to motivate their people to accomplish goals. Managers may try many different methods to encourage people to reach their goals, from rewards and recognition to pressure and intimidation. But research indicates that these methods just don’t work. “When did we get to the point that people have to be motivated by carrots and sticks—carrots representing incentives or bribes, and sticks representing pressure, threats and tension?” asks Fowler.
Many people may not be aware of new research showing that the real secret to motivation is creating an environment where people are optimally motivated to perform at their highest level.
“Look at your own beliefs,” says Fowler. “Do you think people are basically lazy and won’t do what you want them to do, or do you believe people want to thrive and make a contribution in their role? Do you believe people are more motivated extrinsically or intrinsically?”
Research indicates that people want to thrive and that intrinsic rewards are more sustainably motivating than extrinsic rewards. Problems arise when managers don’t believe people want to succeed or when they default to extrinsic reward systems to improve performance.
Fowler describes three conversations managers can have with direct reports. Each includes a separate set of questions to help analyze a direct report’s motivation on certain projects or tasks. The first set of questions gets to the root of the psychological need for autonomy: does the direct report feel good or bad about the choices available to them on their task? Everyone needs a sense of control over what they do. The second set of questions focuses on the psychological need for connection or relatedness and helps identify values and purpose. The third set of questions relates to the psychological need for competence and describes the skills the person brings to the task.
When the manager asks the direct report questions that put them in touch with their needs for choice, connection, and competence, the direct report is able to find their own source of motivation internally—and that is the most powerful motivation.
“You must remember to be mindful and not judgmental when having these conversations with your staff,” Fowler says. “By asking these questions, you are helping people to be more self-aware and to explore what their motivational outlook is all about.”
Motivating People In Boring Jobs
Fowler believes managers can create an environment where their people can have a better quality of life. “It’s not that we don’t want money—we are all motivated by money, power, and status—but there are other options that serve us and the people around us more effectively. We need to become more aware of why we are motivating people the way we are, and what is motivating us.” Fowler encourages you to ask yourself these three questions: (1) Why do I make the choices I make? (2) How do I feel a greater connection? and (3) How do I learn and grow every day?
About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.
For more information about Susan Fowler, go to http://susanfowler.com/