“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 blind to what does and doesn’t work.”
– Susan Fowler, in her compelling new book, Why Motivating People Doesn’t Work…And What Does: The New Science of Leading, Energizing and Engaging
Ok, when I first posted on this book a week or so ago, I admit I hoped it would be pretty good.
It’s quite a bit better than pretty good.
It’s not, however, a comfortable read, especially if we’re going to insist on doing what we’ve always done when it comes to motivation, and believing what we’ve always believed.
Fowler calls out specifically five beliefs that “erode workplace motivation.” In the book, she uses blanks to illustrate just how pervasive they are. I’m gonna fill in the blanks, but leave out her research and hope that y’all seek it out.
Why? Well copyright law is one good reason, but the even better reason is this: If you lead people, or otherwise want to make a difference, reading this book will make you more better at it. (“More better,” as long-time DD readers know, is a technical term…)
What are these “stinky” beliefs we have trapped in our noggins?
1) It’s Not Personal, It’s Just Business
2) The Purpose of Business is To Make Money
3) Leaders Are In A Position of Power
4) The Only Thing That Really Matters is Results
5) If You Cannot Measure It, It Doesn’t Matter
Look, I’m getting more cynical the older I get — but Fowler blows a humongous, ginormous hole in my cynicism — and swings a fairly well-cured 2 x 4 at my head — with facts, research and compelling reasons that we ought to re-visit our position on these five eroding, and erroneous beliefs.
If we don’t want to, it doesn’t make us bad people. It just limits, dramatically, the number of people who will want to work for — or with — us.
Buy the book. It will make you think. Thinking is good. It will also dare you to act. Taking action is more better.
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