Why Motivating People Doesn't Work…and What Does, Second Edition
More Breakthroughs for Leading, Energizing, and Engaging
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- 15,99 €
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- 15,99 €
Publisher Description
"Leaders who want to amp up employee morale should take a look.-Publishers Weekly
What if the answer to motivating people is to stop trying to motivate them?
The second edition of this bestseller reveals how motivation science is essential for solving the most vexing leadership issues-from hybrid work and retention to employee engagement.
Leaders face a motivation dilemma. Traditional command-and-control management styles and carrot-and-stick motivation techniques have been proven ineffective.
Motivation researcher and leadership consultant Susan Fowler expands on her groundbreaking Spectrum of Motivation model in this updated post-pandemic edition. New chapters tackle motivation science's role in managing remote and hybrid work; expose overused tactics, such as gamification and tokens; and tell the fascinating backstory behind the great resignation and quiet quitting.
Fowler's approach to leadership is fresh, pragmatic, and inspiring. But it's also empirically sound. Her framework builds on Self-Determination Theory, equipping leaders with skills to encourage choice, deepen connection, and build competence. Leaders who mastered this method have experienced breakthroughs with higher retention, lower turnover, greater acceptance of DEIJ initiatives, and a more vital, creative, and resilient workforce.
Through her experiences working with organizations and leaders around the world, Fowler reminds us that motivation is at the heart of everything people do and everything they don't do but wish they did. When managers integrate motivation science into their everyday leadership practice, an evolutionary truth emerges: people can be highly productive and flourish simultaneously.
PUBLISHERS WEEKLY
Fowler (Master Your Motivation), a professor in executive leadership at the University of San Diego, considers ways to motivate others in this informative outing. Countering "carrot-and-stick" incentivizing techniques, Fowler argues that overreliance on external rewards such as bonuses undermines the "energy... sense of positive well-being" that people need to achieve goals. These methods fail, she argues, because they take an oversimplified view of motivation. In her "Spectrum of Motivation" model, Fowler outlines optimal and suboptimal types, from external motivation (for example, an employee who's driven by a desire to show off status in a meeting—the equivalent of "motivational junk food") to integrated motivation (an employee who links their performance to an internal value, which is psychologically sustainable). To instill a sense of internal motivation in workers, Fowler suggests business leaders foster environments that encourage autonomy and feelings of professional competence, which can promote sustained effort. While this may prove challenging in hybrid business environments, the author suggests leaders allow work from home flexibility within reasonable limits and make a point of keeping open lines of communication with team members. Fowler bases her advice in thorough research, and her insights into the motivational challenges of 21st-century workplaces are especially salient. Leaders who want to amp up employee morale should take a look.
