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Why Motivating People Doesn't Work . . . and What Does: The New Science of Leading, Energizing, and Engaging, by Susan Fowler
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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. In this book, Fowler builds upon the latest scientific research on the nature of human motivation to lay out a tested model and course of action that will help leaders guide their people toward the kind of motivation that not only increases productivity and engagement but that gives them a profound sense of purpose and fulfillment.
Fowler argues that leaders still depend on traditional carrot-and-stick techniques because they haven't understood their alternatives and don't know what skills are necessary to apply the new science of motivation. Her Optimal Motivation process shows leaders how to move people away from dependence on external rewards and help them discover how their jobs can meet the deeper psychological needs—for autonomy, relatedness, and competence—that science tells us result in meaningful and sustainable motivation.
Optimal Motivation has been proven in organizations all over the world—Fowler's clients include Microsoft, CVS, NASA, the Catholic Leadership Institute, H&R Block, Mattel, and dozens more. Throughout the book, she illustrates how each step of the process works using real-life examples. Susan Fowler 's book is the groundbreaking answer for leaders who want to get motivation right!
- Sales Rank: #77955 in Books
- Published on: 2014-09-30
- Released on: 2014-09-30
- Original language: English
- Number of items: 1
- Dimensions: 8.73" h x .97" w x 5.73" l, .0 pounds
- Binding: Hardcover
- 232 pages
Review
“Think of this book as Daniel Pink's Drive for trainers.”
– TD Magazine
“Richly rewarding book…a romp across the ins and outs of motivation.”
– People Management
"Everybody wants to be motivated—being bored and alienated is no fun. Fowler shows how to guide employees toward seeing their jobs in a new way, as potential sources of personal fulfillment. Achieving company goals will become something they own, because now it really matters to them."
—Marshall Goldsmith author of the New York Times and global bestseller What Got You Here Won't Get You There
In this fascinating book, Susan Fowler shows why you should stop feeding your employees the emotional junk food of ineffective, short-term rewards; and how you can transition your leadership style to produce an optimal motivational outlook.”
—Steve Davis, Executive Vice President, CenturyLink
“A compelling reminder that leadership is a skill that can be mastered only by capturing the hearts and minds of the people you lead. The question is not if your people are motivated but why. Susan Fowler presents a new paradigm of motivation, a plain and simple alternative that is long overdue.”
—Lori Lorenz, Senior Director, Marketing, Hewlett-Packard
“So now you are a leader and you think you need to ‘motivate the troops'? Think again. Instead, it may be time to educate yourself on the principles of motivation. Susan's book prescribes what to do next!”
—Kevin Nohelty, Vice President, US Supply Chain, WD-40 Company
“Susan has taught managers and human resources professionals in AkzoNobel how to use the skill of activating optimal motivation for themselves and with others as the way to improve employee engagement. We were all inspired! I'm convinced that this book will generate a ripple effect on many more people.”
—Eline Lenselink, Global HR Manager, AkzoNobel, The Netherlands
"This book gives me hope. We don't have to keep pushing for results at the expense of our people's health and well-being. It turns out, the way to results is through a workplace where people thrive. Susan's book shows you how to create it."
—Paul Donin, Executive Director, Restorative Justice Program, BC, Canada
“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 motivation 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, enjoy 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 develop 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 the recipe for motivation does not consist of carrots 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 habit.”
—Marios Loucaides, CEO, Cyprus Trading Corporation plc, Nicosia, Cyprus
“No motivational buttons, no inspiring speeches, no carrots and no sticks; instead, Susan proposes 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, part of Alliance Boots
“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'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 to action”
—Dr. Santrupt B Misra, CEO, Carbon Black Business and Director, Group H.R., Aditya Birla Group
About the Author
Susan Fowler is one of the world's foremost experts on personal empowerment and has spoken on the subject in all fifty of the United States and more than twenty foreign countries. With Ken Blanchard and Laurence Hawkins she created -- and is the lead developer of -- Situational Self Leadership;(r), which focuses on empowerment and taking the initiative when you're not in charge. She is an adjunct professor for the University of San Diego's masters of science in executive leadership program.
Ken Blanchard is the Chief Spiritual Officer of the Ken Blanchard Companies. He is the coauthor of "The One Minute Manager", "Raving Fans" and many other international bestsellers. His books have combined sales of more than eighteen million copies in more than twenty-seven languages.
Most helpful customer reviews
35 of 37 people found the following review helpful.
This book both freed and empowered me
By Barbara Harrison
I HIGHLY recommend Susan's book! As someone who coaches and mentors for a living, this book gave me new insights and practical suggestions to find my people's inner motivation. The thought that everyone we work with is ALREADY HIGHLY MOTIVATED could change the way we work with people. Her explanations of the 3 psychological needs people have to be energized and work at their optimal level have made me rethink some of my methods. Susan emphasizes the difference a great coach can have in creating an environment where self-regulation flourishes.
"People WANT to thrive," Susan says. The key is self-regulation. And a great coach/employer/mentor plays a significant role in creating a workplace that fosters our people's self-regulation. I learned I was not the source of my people's motivation, but my role can be crucial to helping them take responsibility for their own motivation.
This book is helpful for anyone who has influence in the lives of others, whether as a parent, teacher, employee, coach, mentor or encourager. I felt both freed that I was not responsible for another's choices, and also inspired by the thought that I could play a part in empowering them to work out of their own motivation. This is a book I will be re-reading and using as a text in coaching people.
68 of 80 people found the following review helpful.
There are better books on the topic.
By Life long learner
This book explain certain things really well. Most people will agree with idea that three psychological needs--autonomy, relatedness, and competence--are necessary for motivating people. So this part is good. Author further presents the idea of MVP (Meaningful, Value, Purpose) as a way to self-regulate. This is good too.
Having said this, I find it an oversimplification to think that one can always find ways to align employees goals with company goals. The problem many times is not the work environment or lack of self-expression at work. If given a choice, majority of people would not want to work. However, they work because they need to pay for their bills and health insurance. Because of this difference in goals, external incentive system is necessary. If there were a few examples/case-studies that showed how intrinsically one could motivate such individuals towards organizational goals, then the claim that external incentives were wrong would be appropriate. Otherwise, it overlooks important nuances and makes unsubstantiated claims.
The last part covers some case studies about people who are known to help people self-motivate. By far, this was the weakest part of the book. For example, Phil Jackson's example should have discussed a case or two where he was able to change the performance of a player. Attributing career long success to a coined word without facts and arguments seem superficial to me. This is a common problem with all case studies. I would rather read one case-study that goes in depth and walks through how one player's or employee's performance got improved because of proposed framework.
Here are my recommendations:
1) How to Win Friends & Influence People
2) Influence: The Psychology of Persuasion, Revised Edition
3) The One Minute Manager
4) How To Get Instant Trust, Belief, Influence, and Rapport! 13 Ways To Create Open Minds By Talking To The Subconscious Mind This one is little cheesy but has a few good easy-to-implement suggestions.
5) Soft Sell, 4E: The New Art of Selling (Soft Sell: Use the New Art of Selling to Create Opportunities & Close More Sales)
6) Thinking, Fast and Slow I suggest this book, because persuading or motivating others requires quite a bit of self-regulation. This book has a good theoretical underpinnings and covers why we fail to self-regulate.
7) The Discomfort Zone: How Leaders Turn Difficult Conversations Into Breakthroughs (BK Business)
21 of 23 people found the following review helpful.
Why and how we need to reevaluate traditional beliefs and practices in order to understand what motivation is...and isn't
By Robert Morris
I am among those who are convinced that people cannot inspire other people; however, they [begin italics] can [end italics] inspire them in one or more of several various ways. Sharing a compelling vision, for example, as when Martin Luther King, Jr. departed from his prepared speech and shared his dream. It is also possible to inspire others by setting an example, by appealing to their sense of justice, and/or explaining what the consequences will be if a serious problem (especially a threat) isn't resolved
Presumably Fowler understands all this much better than I do (in fact, I'm certain she does) and in this brilliant book, shares a wealth of information, insights, and counsel based on decades of her real-world experience in combination with revelations from recent neurological research. She provides motivation mini-case studies involving five quite different people encountering quite different challenges who responded effectively to them by taking an approach uncharacteristic of their leadership/management style. Fascinating stuff.
In the Epilogue, Fowler then focuses on ten "Masters of Motivation": Phil Jackson, Colleen Barrett, Mike Easley, Billy Yamaguchi, Gary Ridge, Beth Scalone, Matt Manion, Margie Blanchard, Scott Rigby, Richard Ryan, and Edward Deci. ("Dr." is Fowler's suffix for Scalone, Blanchard, Rigby, Ryan, and Deci. I have deleted it because I have no idea if it refers to M.D., PhD, or D.Ed.) All of these women and men have made effective use of the science of motivation to achieve great success for their respective organizations and, in process, for those with whom they have been closely associated. Jackson, for example, has played on or coached 13 teams that won a National Basketball Association championship. Jackson is frequently referred to as the "Zen Master" (perhaps you saw the Audi television commercial) because he makes effective use of unconventional tactics to teach his players self-regulation through mindfulness. Scallone is owner of the North County Water and Sports Therapy Center, a sole proprietorship. Her ability to fill the psychological needs of those entrusted to her care is of incalculable value to them, of course, but also in many cases to their loved ones. To her great credit, she also has a long-tenured, dedicated staff who also personify servant leadership.
These are among the dozens of other passages of great interest and value to me, also listed to suggest the scope of Fowler's coverage:
o Ask the Right Question (Pages 1-3)
o From Theory to Practice (10-12)
o The Appraisal Process: How Motivation Happens (15-19)
o Three Psychological Needs (33-43)
o Anti-Drive Theory (52-54)
o The Nature of Self-Regulation: Eating the Marshmallow (55-59)
o The MVPs of Self-Regulation (59-66)
o Activating Optimal Motivation (74-99)
o Outlook Conversations -- What Doesn't Work (106-113)
o Rethinking Five Beliefs That Erode Workplace Motivation (127-149)
o The Promise of Optimal Motivation (151-156)
o Masters of Motivation: (160-180)
Who will derive the greatest value from this book? I think there are three primary readerships. The first consists of those who have supervisory responsibilities and are determined to become much effective helping to increase the personal growth and professional development of those entrusted to their care. The second consists of those involved marketing who are determined to be much more effective when attempting to create or increase demand for the given offering. Finally, I think this book can be of incalculable value to academic teachers and athletic coaches - working with teams and/or with individuals - who want to be more effective when attempting to ignite self-motivation.
That said, I am certain that there is much of great value for [begin italics] anyone [end italics] to learn from the new science of leading, energizing, and engaging. Just about everything anyone needs to begin or expedite that journey of self-discovery is provided in this brilliant book. Congratulations to Susan Fowler on a brilliant achievement. Bravo!
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