Motivology Matters

Guest post from Guy Harris:

As I teach and coach people about leadership, I often address the topic of human motivation. One model of human behavior model of human behavior helps to explain why people do what they do. The main learning point from this model is that people generally do what they do because of what they expect to happen after they do it.

At times, I get some pushback about these ideas. During one training class, I made the point that only positive reinforcements encourage people to give high-level, maximum effort.

A class participant challenged me on this point, and our conversation went something like this:

Participant: “Are you saying that I have to keep giving people positive reinforcement for their workplace behaviors?”

Me: “Yes, that’s exactly my point.”

Participant: “Why don’t they just do what they’re supposed to do. I told them they were doing a good job once. I shouldn’t have to keep telling them.”

Me: “Well, you’re probably right about that. Is it ok if I ask you a question?”

Participant: “Sure.”

Me: “Do you have to keep paying people for them to keep coming back to work?”

Participant: “Of course I do.”

Me: “Well, you paid them once. Why do you have to keep paying them?”

Participant: “You’re kidding, right? I have to keep paying them because the money eventually runs out. If I stop paying them, they’ll go somewhere else.”

Me: “It’s exactly the same thing with reinforcements and high-level performance. If you stop giving encouragement, praise, and other positive input to people; eventually the positive runs out.”

To encourage people to sustain high-level, maximum effort, leaders to provide encouragement, praise, and positive input.

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