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Why Motivating People Doesn't Work...and What Does, Second Edition: More Breakthroughs for Leading, Energizing, and Engaging
"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 people can be highly productive and flourish simultaneously.
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 people can be highly productive and flourish simultaneously.
240 pages, Paperback
First published October 1, 2014
415 people are currently reading
2690 people want to read
About the author
Susan Fowler
25 books367 followersSusan Rigetti is an author, screenwriter, and the former technology op-ed editor at The New York Times. She has been named a "Person of the Year" by Time, the Financial Times, and the Webby Awards, and has appeared on Fortune's "40 Under 40" list, Vanity Fair's New Establishment list, Marie Claire's New Guard list, the Bloomberg 50, the Upstart 50, the Recode 100, and more. She is the author of a book on computer programming that has been implemented by companies across Silicon Valley, and the critically acclaimed memoir Whistleblower.
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Displaying 1 - 30 of 121 reviews
August 19, 2016
Omg, this book is so boring, that It make super demotivated. Seriously I'm in no mood to even right this.
Talking about leadership. This book is not for leaders, it revolves around employees & managers to make them feel good about their work.
"The new science of leading" (face palm), what the (expletive deleted) science is doing these days ?
The author lost me when she started explaining why she became a vegetarian, the second time.
This book is contradicting at times and sometimes make no sense whatsoever.
And then there was this thing "the only way to sustain the negative energy is to CONTINUE being mad, infuriated, and disappointed in whoever or whatever sparked the negativity in the first place. Sustaining negative energy requires fuelling negative energy. It is no way to live." Daa fk
Repeating the same thing and the same chart over and over again which have absolutely no relation with "self help".
"Sigh" screw this, read at your own will.
Talking about leadership. This book is not for leaders, it revolves around employees & managers to make them feel good about their work.
"The new science of leading" (face palm), what the (expletive deleted) science is doing these days ?
The author lost me when she started explaining why she became a vegetarian, the second time.
This book is contradicting at times and sometimes make no sense whatsoever.
And then there was this thing "the only way to sustain the negative energy is to CONTINUE being mad, infuriated, and disappointed in whoever or whatever sparked the negativity in the first place. Sustaining negative energy requires fuelling negative energy. It is no way to live." Daa fk
Repeating the same thing and the same chart over and over again which have absolutely no relation with "self help".
"Sigh" screw this, read at your own will.
October 28, 2020
Susan Fowler says: “Stop trying to motivate people. They are already, but generally in superficial, short-term ways.”
She and I agree, that you can’t motivate people – that is up to them.
In this book, Susan helps trainers, coaches and leaders understand what they can do to go beyond “carrot and stick” style motivation to help people not only be more productive and engaged, but to bring a renewed sense of purpose to their work.
The book highlights the latest research and puts it into context and makes it perfectly practical for us to apply everyday. Even more importantly we will learn how to apply these ideas for ourselves as well as those we coach and lead.
- See more at: http://blog.kevineikenberry.com/leade...
She and I agree, that you can’t motivate people – that is up to them.
In this book, Susan helps trainers, coaches and leaders understand what they can do to go beyond “carrot and stick” style motivation to help people not only be more productive and engaged, but to bring a renewed sense of purpose to their work.
The book highlights the latest research and puts it into context and makes it perfectly practical for us to apply everyday. Even more importantly we will learn how to apply these ideas for ourselves as well as those we coach and lead.
- See more at: http://blog.kevineikenberry.com/leade...
October 6, 2015
Enough for change my way to live.
This book is not only just for who want to lead people, but for who want to be more responsible and enjoy a mindfulness life. A Right question always leads to a right decision, you can find tons of such questions that help you to get a deep insight about what do people thrive and why they are motivated.
This book is not only just for who want to lead people, but for who want to be more responsible and enjoy a mindfulness life. A Right question always leads to a right decision, you can find tons of such questions that help you to get a deep insight about what do people thrive and why they are motivated.
May 30, 2018
Before I make any inadvertently caustic remarks, let me rush to say that I loved this book and its premises resonated with what I already believe. I found its premise that all people are motivated at all times completely believable and trustworthy. I found its categorization of motivation into different categories, some of which are sub optimal and akin to junk food for the soul, completely believable and trustworthy. I loved the belief that motivation is a result of what one believes about why one is doing something and that one has the power to investigate the whys. I loved actually doing the exercise of articulating what all the different motivational outlooks would look like for a given situation, then reveling in the fact that an individual has the opportunity to select where one will be on the scale. I also enjoyed the premise that motivational outlooks are discrete states of being (as opposed to a continuous hierarchy) and that one can flip in and out of a given state at will. I loved the premise that, before working with another individual's motivational outlook, the would-be leader has to do the work on himself, first on his own job, then on his reasons for even wanting to have a conversation about motivational outlook with another individual. This is a completely wonderful book, with a quite simple but beautiful premise that it really is of no use to "make" anyone do anything or have any investment in getting results. I highly recommend this book. I kept getting extensions for it on inter-library loan because I didn't want to miss one single drop of its accumulated wisdom.
All that being said, I can now express a disquieting thought about it, namely that its whole purpose is, in fact, to show people how to get others to do what they want them to do ... and to make them want to do what you want. It's all very well to speak of the purpose of a business being to serve, but we do live in the world dominated by major corporations whose purpose clearly is to make money, whose methods run roughshod over people's lives, who executives take home undeserved millions and whose products are shabby. These institutions are the ones offering the most employment in the area where I live. I'm not saying that individuals should not find satisfaction at work and that a good floor manager at Wal-Mart might end up with employees who are energized by restacking all the clothes people have strewn all over the store. For all their capacity for torture and evil, humans are capable of creating little bits of heaven everywhere, even at Wal-Mart. But don't forget it's still Wal-Mart.
All that being said, I can now express a disquieting thought about it, namely that its whole purpose is, in fact, to show people how to get others to do what they want them to do ... and to make them want to do what you want. It's all very well to speak of the purpose of a business being to serve, but we do live in the world dominated by major corporations whose purpose clearly is to make money, whose methods run roughshod over people's lives, who executives take home undeserved millions and whose products are shabby. These institutions are the ones offering the most employment in the area where I live. I'm not saying that individuals should not find satisfaction at work and that a good floor manager at Wal-Mart might end up with employees who are energized by restacking all the clothes people have strewn all over the store. For all their capacity for torture and evil, humans are capable of creating little bits of heaven everywhere, even at Wal-Mart. But don't forget it's still Wal-Mart.
November 14, 2020
Absolutnie rewelacyjna książka. Czyta się ją bardzo szybko, właściwie wydaje się krótka. Wydaje się również opisywać mechanizmy, które intuicyjnie rozumiemy... Ale do tego podaje wiele ciekawych przykładów i pomysłów na praktyczne działania. Diabeł tkwi w szczegółach, bo jak przyjrzeć się tym przykładom, to rzeczywiście nie zawsze praktykujemy właściwe zachowania (żeby nie powiedzieć, że są nam wbijane do głowy zupełnie odwrotne zachowania). Nie mogę się doczekać, żeby wykorzystać nowa wiedzę lepiej kontrolując własną motywację, ale też pracując z innymi!
January 6, 2016
This book destroyed some long-held, taken-for-granted beliefs and it was a pleasure in the process. It reads as a fairly academic book; though, nonetheless, is no less enjoyable for that.
Susan draws on modern research, lots of examples and understanding of human behavior/thinking to lay out why it is that people are always motivated; just sometimes that motivation is sub-optimal. She also sets out how we, as leaders, can address this. A real eye opener for me last year and one that I would highly recommend!
Susan draws on modern research, lots of examples and understanding of human behavior/thinking to lay out why it is that people are always motivated; just sometimes that motivation is sub-optimal. She also sets out how we, as leaders, can address this. A real eye opener for me last year and one that I would highly recommend!
April 3, 2015
This book has changed my perspective on motivation thoroughly. A short, easy read full of wisdom about what is *really* going on inside your employees' heads, and yours. Read it and learn.
October 29, 2022
Giving all these "motivational" work books one star out of spite
October 7, 2022
It was only this week I finished watching the first season of Ted Lasso. I'm arriving late to the show, but am loving it as much as expected--from both all the praise it's received and the little I knew about its premise. One of the areas it's exceeded my expectations is Ted's approach to coaching. In case you don't know, Ted is a top American football coach who takes a job as a British football (soccer) coach. He knows nothing about the game or culture he's jumped into, but he's completely confident in his ability to succeed because he knows something even more important: what motivates people. He doesn't coach by focusing on the details of the game, but by watching his people, figuring out what they need, and giving it to them. After that, the rest takes care of itself.
I mention that because this book, as well as any I know, is a manual for those wanting to learn how to lead like Ted Lasso does. Or maybe Ted read this book and learned how to apply it to his situation. Either way. From the concluding chapter of Fowler's book:
Fowler does an excellent job of presenting this information and making her case, succinctly, directly, and with plentiful examples. I recommend it for everyone.
I mention that because this book, as well as any I know, is a manual for those wanting to learn how to lead like Ted Lasso does. Or maybe Ted read this book and learned how to apply it to his situation. Either way. From the concluding chapter of Fowler's book:
Executives tend to pursue results by focusing on what they want from people. They have it backwards.And from the chapter before that:
When you focus on what you want for people, you are more likely to get the results you want from people.
The nature of human motivation is not about making money. The nature of human motivation is in making meaning. . . .In other words, the key to a successful business or organization is making sure that people find their psychological needs met by their work, because if they do then the work they do will be excellent. People don't need to be motivated by external factors, they need to feel autonomy, relatedness, and competence, and then they'll be intrinsically, authentically motivated to do their best in response. Leaders shouldn't focus on motivating them, but on creating an environment in which they motivate themselves.
Definitive evidence shows that organizational vitality measured by return on investment, earnings by share, access to venture capital, stock price, debt load, and other financial indicators is dependent on two factors: employee work passion and customer devotion. It does not work the other way around—organizational vitality is not what determines customer devotion or employee work passion. . . .
What [leaders] want for their people is a positive sense of well-being. At the heart of what leaders hope for their people is the satisfaction of their psychological needs for autonomy, relatedness, and competence.
Fowler does an excellent job of presenting this information and making her case, succinctly, directly, and with plentiful examples. I recommend it for everyone.
August 23, 2020
«Націлені на результат» — книга досить пізнавальна. Авторка розглядає причини мотивованості людей до будь-якої діяльності й послідовно доводить, що метод «батога й пирога» не працює, а «пироги» іноді можуть бути оцінені як покарання, якщо вони не узгоджені з потребами людини, яка їх отримує. Також у книзі побіжно згадано про ті небезпеки [для компанії], які створює авторитарний лідер на керівній посаді.
Врешті, доведено, що компанії, керівництво яких свідомо вибудовує конструктивний діалог із [незадоволеними] працівниками, визначає цілі, мету й встановлює рівень розважливості працівників, узгоджує їх із метою й цінностями компанії, а також забезпечує кожного співробітника автономністю, дає відчути близькість і вдатність; такі компанії зможуть зекономити на преміях, відзнаках та призах, отримавши натомість свідомий, творчий і потужний колектив, який радо буде виконувати свою роботу. Протягом книги неодноразово наголошено на важливості створення умов для саморозвитку й професійного розвитку працівників.
Також наведено перелік порад щодо ведення мотиваційних бесід.
Попри те, що цільовою аудиторією видання є керівники компаній, його буде цікаво прочитати й працівникам, щоб розібратися, що насправді їх мотивує працювати на роботі, яку вони не дуже люблять, чому вони припинили любити цю роботу, і що можна змінити, щоб повернути бажання працювати.
Я поставила книзі 4 зірочки, оскільки знайшла в ній чимало вад перекладу й коректури (серед яких окремо відзначу «аби лю підлеглі ди» (с. 143) і те, що прізвище авторки протягом книги кілька разів змінюється з «Фовлер» (як на обкладинці) на «Фавлер» (так на с.153 ім'я авторки «Сьюзен Фавлер», а на с. 154 вже «Сьюзен Фовлер»).
Крім того, вираз «carrot and stick approach» перекладено як «метод багога й пирога», але на обкладинці імбирне печиво або імбирний пряник. І хоча я чула, що пирогами можна називати й печиво, але ця невідповідність зображення на обкладинці (батіг та імбирне печиво) й перекладу (батіг і пиріг) дуже швидко впадає в очі. А оскільки авторка найбільше критикує «carrot and stick approach», то щоразу, читаючи про «батоги й пироги» я відволікалася на обкладинку.
Врешті, доведено, що компанії, керівництво яких свідомо вибудовує конструктивний діалог із [незадоволеними] працівниками, визначає цілі, мету й встановлює рівень розважливості працівників, узгоджує їх із метою й цінностями компанії, а також забезпечує кожного співробітника автономністю, дає відчути близькість і вдатність; такі компанії зможуть зекономити на преміях, відзнаках та призах, отримавши натомість свідомий, творчий і потужний колектив, який радо буде виконувати свою роботу. Протягом книги неодноразово наголошено на важливості створення умов для саморозвитку й професійного розвитку працівників.
Також наведено перелік порад щодо ведення мотиваційних бесід.
Попри те, що цільовою аудиторією видання є керівники компаній, його буде цікаво прочитати й працівникам, щоб розібратися, що насправді їх мотивує працювати на роботі, яку вони не дуже люблять, чому вони припинили любити цю роботу, і що можна змінити, щоб повернути бажання працювати.
Я поставила книзі 4 зірочки, оскільки знайшла в ній чимало вад перекладу й коректури (серед яких окремо відзначу «аби лю підлеглі ди» (с. 143) і те, що прізвище авторки протягом книги кілька разів змінюється з «Фовлер» (як на обкладинці) на «Фавлер» (так на с.153 ім'я авторки «Сьюзен Фавлер», а на с. 154 вже «Сьюзен Фовлер»).
Крім того, вираз «carrot and stick approach» перекладено як «метод багога й пирога», але на обкладинці імбирне печиво або імбирний пряник. І хоча я чула, що пирогами можна називати й печиво, але ця невідповідність зображення на обкладинці (батіг та імбирне печиво) й перекладу (батіг і пиріг) дуже швидко впадає в очі. А оскільки авторка найбільше критикує «carrot and stick approach», то щоразу, читаючи про «батоги й пироги» я відволікалася на обкладинку.
January 6, 2024
90% why superficial, external incentives are ineffectual, 10% wishy washy hints at getting people to reflect on own values to find internal motivation.
Still, enough good examples and new perspective that this was a valuable read I’ll be thinking about for a long time.
Still, enough good examples and new perspective that this was a valuable read I’ll be thinking about for a long time.
January 1, 2025
I really love the fact that this book tells a positive story of what people need to feed their motivation. I highly recommend the second edition with updated examples and more concise terminology.
I'm looking to apply these principles with my change management practice at work.
I'm looking to apply these principles with my change management practice at work.
November 28, 2021
Really good insights into motivation. Worth reading to better understand yourself, as well as to educate colleagues.
March 30, 2015
I finally finished this book and it has given me another fresh perspective on how to further understand the people around me, especially my team.
The book provides a great and easy to follow guide on how to go through a conversation that explores the quality of motivation of people. I've followed the guide in my own way, and it has opened up quite a number of interesting insights as well as comments from my team. It's a great tool to further understand others.
Although before I use it on others, I try it on myself as well, just so I can understand where I'm coming from and learn how to shift my outlook into a more optimal one.
The more difficult part though, and one that I feel is not shared thoroughly in this book is how to facilitate that shift of outlook. The author explains it as if it is easy, although I hope there were some examples of difficult scenarios as well.
Overall, I really liked this easy to digest book on the most recent discovery of motivational science. The people I share it with enjoy it too. So it's totally a win-win scenario for you and the people around you.
The book provides a great and easy to follow guide on how to go through a conversation that explores the quality of motivation of people. I've followed the guide in my own way, and it has opened up quite a number of interesting insights as well as comments from my team. It's a great tool to further understand others.
Although before I use it on others, I try it on myself as well, just so I can understand where I'm coming from and learn how to shift my outlook into a more optimal one.
The more difficult part though, and one that I feel is not shared thoroughly in this book is how to facilitate that shift of outlook. The author explains it as if it is easy, although I hope there were some examples of difficult scenarios as well.
Overall, I really liked this easy to digest book on the most recent discovery of motivational science. The people I share it with enjoy it too. So it's totally a win-win scenario for you and the people around you.
December 11, 2015
Great perspective on motivation in a society driven by rewards and punishments. It goes beyond basic extrinsic and intrinsic motivation (which itself, isn't even a perspective that is widely understood), and explains a deeper approach to examining motivation, moving away from thinking of motivation as something people do or don't have, but rather focussing on the quality of the motivation they possess and getting to the "why" of the situation. The book's explanations were very clear without being overly-simplistic, and each chapter built on the one before without being redundant. It made for a concise, but very informative read.
January 31, 2015
This was just my cup of tea. I'm a broken record, but I enjoy reading the combination of science and stories, real life examples of the research are crucial to my getting something. The discussion on the three human psychological needs of autonomy, relatedness and competence especially landed.
December 26, 2015
A revolutionary book for motivation. We don't motivate others. We arouse their own motivation by giving them Autonomy, Relatedness and Competence. A lot of listening and guiding is the basis of the new method.
August 26, 2019
Overall, the best book I've read on motivation both for yourself and others. Fowler does a stellar job not only explaining common myths and issues w/ motivation theory and how to fix them but takes it a step farther and makes the application of these new theories practical.
September 5, 2021
Self-determination theory applied to the work environment. Easy to read and with several valuable insights. A little repetitive sometimes, though.
To sum up: enhance autonomy, relationships and competence instead of external rewards to facilitate motivation of your employees.
To sum up: enhance autonomy, relationships and competence instead of external rewards to facilitate motivation of your employees.
June 21, 2016
An interesting book with a new perspective.. never thought motivating others would do them bad if it wasn't done carefully..
May 31, 2015
I normally dislike most business books, but this one is good. I like the model presented and the research behind it. I see how to utilise it with my own facilitation and dialogue mapping work.
December 16, 2015
Highly recommend Susan's book!
September 27, 2018
Read this for work. With as many other books there are out to help you motivate others, I would probably not recommend this particular one.
October 4, 2021
Why do team members don't respond to all of the motivational speeches ad pep talks? In "Why Motivating People Doesn't Work...and What Does: The New Science of Leading, Energizing, and Engaging", Susan Fowler makes a bold claim that it may not be possible to motivate people because people are already inherently motivated. The real question to ask is: "why are people not motivated to do something?" So, instead of motivating someone, a leader has to go a layer deep into the person to unlock their motivational elements.
Susan lays out six states of a person's motivational outlook: disinterested, external, imposed, aligned, integrated, and inherent. In any given project, a person is in one of six motivational outlooks:
1. Disinterested: The person has no interest in the project. Think about tasks related to filling some routine spreadsheet or some other taxing tasks.
2. External: The person is doing the project because they expect rewards in return although they're not totally into the project.
3. Imposed: The person is mandated to do something against their wishes (top-down!).
4. Aligned: The person is aligned with the project and can potentially help them grow.
5. Integrated: The project is deeply connected to the person's life purpose and values.
6. Inherent: The person loves the project and thought it would be fun to get involved!
A person in any one of the first three buckets belongs to a suboptimal motivational outlook; a person in one of the last three buckets belongs to an optimal motivational outlook. In the current environment, we are showered with cash prizes, bonuses, cash awards, gifts when we complete a project. The problem with the approach is that it results in short-term fleeting happiness. Let's take an example of an employee who just got promoted. Within a week, the jubilation mood subsides into an anxious mood waiting for the next promotion. Promotions and rewards are required to acknowledge and recognize an employee's efforts but they are not the end in itself. To sustain constant employee motivation beyond prizes and promotions, we need something deeper that people can connect with. So, what motivates people?
Autonomy, Relatedness, and Competence (referred together as ARC).
1. Autonomy: People should feel empowered to make decisions within a limited set of choices. A leader should move away from prescribing something to providing a menu of options.
2. Relatedness: People should feel connected to the underlying purpose and mission of the project. People should feel that they are contributing something greater than themselves.
3. Competence: Every human being wants to be challenged to demonstrate their skill and experience a sense of learning and growth over time.
Connecting all the dots: people who do not experience ARC in their jobs end up in the suboptimal motivational outlook buckets. Therefore, if we find someone with a suboptimal motivational outlook, it is time to debug which part of ARC is missing in their projects and prepare to have a motivational outlook conversation with them.
As part of this conversation, some areas to probe could be: Does the person feel forced to do something? Do they have conviction in the eventual vision? Do they feel challenged in their role? This open conversation with the person can help them shift into an optimal motivational outlook.
At a meta-level, there will be situations where people may not be happy with their assigned tasks/projects. In such scenarios, Susan's premise is that there are techniques to bring the person into one of the three optimal motivational outlooks after understanding their ARC needs. This technique of moving the person into an optimal motivational outlook by analyzing their ARC needs is a powerful lever that leaders and managers can always use. It's a method that can keep the person motivated continually without waiting on the rewards. When the reward does arrive in the form of cash awards and promotions, it will be a nice icing on the cake! To conclude, we cannot motivate people, and instead, we can unlock their inherent motivation to help them flourish and grow!
Susan lays out six states of a person's motivational outlook: disinterested, external, imposed, aligned, integrated, and inherent. In any given project, a person is in one of six motivational outlooks:
1. Disinterested: The person has no interest in the project. Think about tasks related to filling some routine spreadsheet or some other taxing tasks.
2. External: The person is doing the project because they expect rewards in return although they're not totally into the project.
3. Imposed: The person is mandated to do something against their wishes (top-down!).
4. Aligned: The person is aligned with the project and can potentially help them grow.
5. Integrated: The project is deeply connected to the person's life purpose and values.
6. Inherent: The person loves the project and thought it would be fun to get involved!
A person in any one of the first three buckets belongs to a suboptimal motivational outlook; a person in one of the last three buckets belongs to an optimal motivational outlook. In the current environment, we are showered with cash prizes, bonuses, cash awards, gifts when we complete a project. The problem with the approach is that it results in short-term fleeting happiness. Let's take an example of an employee who just got promoted. Within a week, the jubilation mood subsides into an anxious mood waiting for the next promotion. Promotions and rewards are required to acknowledge and recognize an employee's efforts but they are not the end in itself. To sustain constant employee motivation beyond prizes and promotions, we need something deeper that people can connect with. So, what motivates people?
Autonomy, Relatedness, and Competence (referred together as ARC).
1. Autonomy: People should feel empowered to make decisions within a limited set of choices. A leader should move away from prescribing something to providing a menu of options.
2. Relatedness: People should feel connected to the underlying purpose and mission of the project. People should feel that they are contributing something greater than themselves.
3. Competence: Every human being wants to be challenged to demonstrate their skill and experience a sense of learning and growth over time.
Connecting all the dots: people who do not experience ARC in their jobs end up in the suboptimal motivational outlook buckets. Therefore, if we find someone with a suboptimal motivational outlook, it is time to debug which part of ARC is missing in their projects and prepare to have a motivational outlook conversation with them.
As part of this conversation, some areas to probe could be: Does the person feel forced to do something? Do they have conviction in the eventual vision? Do they feel challenged in their role? This open conversation with the person can help them shift into an optimal motivational outlook.
At a meta-level, there will be situations where people may not be happy with their assigned tasks/projects. In such scenarios, Susan's premise is that there are techniques to bring the person into one of the three optimal motivational outlooks after understanding their ARC needs. This technique of moving the person into an optimal motivational outlook by analyzing their ARC needs is a powerful lever that leaders and managers can always use. It's a method that can keep the person motivated continually without waiting on the rewards. When the reward does arrive in the form of cash awards and promotions, it will be a nice icing on the cake! To conclude, we cannot motivate people, and instead, we can unlock their inherent motivation to help them flourish and grow!
March 2, 2017
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
One of my joys and strengths as a manager is motivating my team. I always try to have fun and engage everyone to bring out their gifts for success. In particular, I have a knack for coming up with zany sales contests that encourage everyone to participate and achieve. Rarely has energizing everyone and being an enthusiastic coach failed me. When I saw the book Why Motivating People Doesn't work and What Does - The New Science of Leading, Energizing, and Engaging by Susan Fowler I had to read it. According to Susan, all of my contests, prizes, encouragement are key failures in motivating people. Huh? My insular management world came crashing down.
One of the key drivers that Susan introduces is that we don’t need to motivate our people. They are already motivated; we just need to discover what motivates each individual. Managers simply don’t know or don’t ask what motivates their people so there is a clear disconnect. Managers seem to think that people are motivated primarily by external factors such as money, cash prizes, trinkets, and promotions. If you can provide those things you are a great manager. It’s not that easy! Employees prefer more internal motivators that they can control such as challenging and interesting work, growth opportunities, or learning experiences. See the problem? As managers, we tend to view what we think drives our employees and sometimes employees don’t even know what drives them because no one has asked. Certainly, some employees may never be happy. Motivation is a two-way street and a skill that some people refuse to embrace learning what motivates them and how to create motivation in their lives.
Susan introduces us to several models and tools in Why Motivating People Doesn’t Work. One of the key elements is the Spectrum of Motivation model. There are 6 motivational outlooks and you will quickly notice that 3 are an optimal state, which we call health food, and 3 are a suboptimal state, called junk food. This spectrum helps us to understand people and their outlooks on factors such as well-being, productivity, long-term performance. We want to steer people towards optimal factors for continuous motivation and success.
Disinterested motivational outlook
External motivational outlook
Imposed motivational outlook
Aligned motivational outlook
Integrated motivational outlook
Inherent motivational outlook
In order to motivate people you also need to understand the 3 psychological needs for motivation that people have. They are quite simple and you probably look for them every day in your own work. They include autonomy, relatedness, and competence. Without the presence of these factors, your people will never experience optimal motivation.
Moreover, in order to protect ourselves from distractions and for sustained motivation we all need to look inward. If leaders don’t do this themselves they will have an impossible job of bringing it out in their people. Internally we all need mindfulness so that we are aware of the here and now and can react without judgment. Often we catch a glimpse of this when we meditate and then use the skill every day. Second, we need to determine and live our own values. These are the standards that differentiate people. Last, we all need to know our purpose. This is a tough one for a lot of folks. We should all discover our meaningful reason for living our lives and live by our values.
Susan takes us on the motivation journey by sharing the skills that leaders need in order to “activate” the motivation within our people to reach the optimal state of motivation. Once we’ve made progress in this area we need to master the conversations that we have with people to impact their outlook. These conversations should take place when we need to motivate poor performance but also need to take place with our high achievers or those that have questions to maintain their motivation. To do this, leaders need to be prepared, trust the processes that Susan shares, and step back to reflect.
Along with the growth in motivation, we have challenges. Why Motivating People Doesn’t Work shares 5 beliefs that really damage workplace motivation. They are those that we run into daily and we all cringe because they leave out the human element.
It’s not personal, it’s business
The purpose of business is to make money
Leaders are in a position of power
The only thing that really matters is results.
If you can’t measure it, it doesn’t matter.
Why Motivating People Doesn’t Work is like a story as we move through what motivates people and how to be successful in guiding them. Susan shares numerous tools and real life stories to drive her point across and to help us grow as leaders. The last chapter in the book has some helpful frequently asked questions in case you want additional clarification. Moreover, it’s refreshing to read how other leaders have struggled or accomplished the nuances of motivation.
This book kept me glued to the pages to learn what I was doing wrong in my motivational efforts. While I thought my contests, fun antics, and focus on results was the reason for our success, it wasn’t. Without realizing it I was doing the right things because I talked with my people individually to find their strengths and play to them. I learned what motivated them and how to bring out their best. Their optimal motivation remained elevated because I played to their internal needs without even realizing it. Are you ready to face the traditional methods of motivation and turn them upside down?
One of my joys and strengths as a manager is motivating my team. I always try to have fun and engage everyone to bring out their gifts for success. In particular, I have a knack for coming up with zany sales contests that encourage everyone to participate and achieve. Rarely has energizing everyone and being an enthusiastic coach failed me. When I saw the book Why Motivating People Doesn't work and What Does - The New Science of Leading, Energizing, and Engaging by Susan Fowler I had to read it. According to Susan, all of my contests, prizes, encouragement are key failures in motivating people. Huh? My insular management world came crashing down.
One of the key drivers that Susan introduces is that we don’t need to motivate our people. They are already motivated; we just need to discover what motivates each individual. Managers simply don’t know or don’t ask what motivates their people so there is a clear disconnect. Managers seem to think that people are motivated primarily by external factors such as money, cash prizes, trinkets, and promotions. If you can provide those things you are a great manager. It’s not that easy! Employees prefer more internal motivators that they can control such as challenging and interesting work, growth opportunities, or learning experiences. See the problem? As managers, we tend to view what we think drives our employees and sometimes employees don’t even know what drives them because no one has asked. Certainly, some employees may never be happy. Motivation is a two-way street and a skill that some people refuse to embrace learning what motivates them and how to create motivation in their lives.
Susan introduces us to several models and tools in Why Motivating People Doesn’t Work. One of the key elements is the Spectrum of Motivation model. There are 6 motivational outlooks and you will quickly notice that 3 are an optimal state, which we call health food, and 3 are a suboptimal state, called junk food. This spectrum helps us to understand people and their outlooks on factors such as well-being, productivity, long-term performance. We want to steer people towards optimal factors for continuous motivation and success.
Disinterested motivational outlook
External motivational outlook
Imposed motivational outlook
Aligned motivational outlook
Integrated motivational outlook
Inherent motivational outlook
In order to motivate people you also need to understand the 3 psychological needs for motivation that people have. They are quite simple and you probably look for them every day in your own work. They include autonomy, relatedness, and competence. Without the presence of these factors, your people will never experience optimal motivation.
Moreover, in order to protect ourselves from distractions and for sustained motivation we all need to look inward. If leaders don’t do this themselves they will have an impossible job of bringing it out in their people. Internally we all need mindfulness so that we are aware of the here and now and can react without judgment. Often we catch a glimpse of this when we meditate and then use the skill every day. Second, we need to determine and live our own values. These are the standards that differentiate people. Last, we all need to know our purpose. This is a tough one for a lot of folks. We should all discover our meaningful reason for living our lives and live by our values.
Susan takes us on the motivation journey by sharing the skills that leaders need in order to “activate” the motivation within our people to reach the optimal state of motivation. Once we’ve made progress in this area we need to master the conversations that we have with people to impact their outlook. These conversations should take place when we need to motivate poor performance but also need to take place with our high achievers or those that have questions to maintain their motivation. To do this, leaders need to be prepared, trust the processes that Susan shares, and step back to reflect.
Along with the growth in motivation, we have challenges. Why Motivating People Doesn’t Work shares 5 beliefs that really damage workplace motivation. They are those that we run into daily and we all cringe because they leave out the human element.
It’s not personal, it’s business
The purpose of business is to make money
Leaders are in a position of power
The only thing that really matters is results.
If you can’t measure it, it doesn’t matter.
Why Motivating People Doesn’t Work is like a story as we move through what motivates people and how to be successful in guiding them. Susan shares numerous tools and real life stories to drive her point across and to help us grow as leaders. The last chapter in the book has some helpful frequently asked questions in case you want additional clarification. Moreover, it’s refreshing to read how other leaders have struggled or accomplished the nuances of motivation.
This book kept me glued to the pages to learn what I was doing wrong in my motivational efforts. While I thought my contests, fun antics, and focus on results was the reason for our success, it wasn’t. Without realizing it I was doing the right things because I talked with my people individually to find their strengths and play to them. I learned what motivated them and how to bring out their best. Their optimal motivation remained elevated because I played to their internal needs without even realizing it. Are you ready to face the traditional methods of motivation and turn them upside down?
December 24, 2023
Susan Fowler's book, "Why Motivating People Doesn't Work ... and What Does: More Breakthroughs for Leading, Energizing, and Engaging," challenges conventional wisdom on motivation, offering strategies for lasting personal and professional motivation. It prompts readers to reflect on what truly drives them in their professional journey and suggests that traditional notions of motivation may be less effective in the evolving world of work.
The book critiques the common "carrots and sticks" approach to motivation, emphasizing external rewards and penalties. True motivation, it argues, stems from internal fulfillment driven by personal values, passions, and a sense of purpose. The story of Billy Beane's decision to stay with the Oakland A’s despite a lucrative offer illustrates how intrinsic motivation often surpasses external rewards. Three psychological needs—autonomy, relatedness, and competence—form the core of intrinsic motivation, highlighting the importance of self-determination, meaningful connections, and feeling capable in driving happiness and productivity. The book delves into the three fundamental needs—autonomy, relatedness, and competence—shaping motivation. Autonomy involves being in charge of one's choices, relatedness centers on meaningful connections with others, and competence revolves around feeling effective and capable. The call is to foster environments that encourage individual autonomy, nurture genuine work relationships, and promote continuous learning and development, shifting the focus from external incentives to intrinsic motivation.
Rather than viewing motivation as a fleeting sentiment, the book presents it as a skill that can be developed and integrated into personal and professional spheres. It encourages identifying personal motivators, adapting motivational outlooks, and creating environments that support intrinsic motivators. Leaders are urged to play a pivotal role in promoting autonomy, acknowledging accomplishments, and connecting individual roles to the broader vision of the organization. By understanding, shifting, and creating the right environment for motivation, individuals can lead more engaged, fulfilled, and productive lives. The book challenges deep-rooted beliefs hindering the creation of a motivated workforce. It addresses the disconnect between what leaders believe motivates employees and the actual motivators, suggesting a focus on intrinsic rewards like fulfilling work, growth opportunities, and learning. Acknowledging and validating team emotions, shifting the focus from profit to service, empowering employees, and prioritizing meaningful results contribute to creating a culture where intrinsic motivators thrive.
In conclusion, the book advocates for a shift beyond traditional motivational approaches, emphasizing intrinsic drives such as autonomy, relatedness, and competence. By recognizing and validating emotions and redirecting focus from profit to service, leaders can create environments fostering genuine motivation. This, in turn, leads to a more engaged and productive workforce, transforming not only individual lives but also the dynamics of the evolving world of work.
The book critiques the common "carrots and sticks" approach to motivation, emphasizing external rewards and penalties. True motivation, it argues, stems from internal fulfillment driven by personal values, passions, and a sense of purpose. The story of Billy Beane's decision to stay with the Oakland A’s despite a lucrative offer illustrates how intrinsic motivation often surpasses external rewards. Three psychological needs—autonomy, relatedness, and competence—form the core of intrinsic motivation, highlighting the importance of self-determination, meaningful connections, and feeling capable in driving happiness and productivity. The book delves into the three fundamental needs—autonomy, relatedness, and competence—shaping motivation. Autonomy involves being in charge of one's choices, relatedness centers on meaningful connections with others, and competence revolves around feeling effective and capable. The call is to foster environments that encourage individual autonomy, nurture genuine work relationships, and promote continuous learning and development, shifting the focus from external incentives to intrinsic motivation.
Rather than viewing motivation as a fleeting sentiment, the book presents it as a skill that can be developed and integrated into personal and professional spheres. It encourages identifying personal motivators, adapting motivational outlooks, and creating environments that support intrinsic motivators. Leaders are urged to play a pivotal role in promoting autonomy, acknowledging accomplishments, and connecting individual roles to the broader vision of the organization. By understanding, shifting, and creating the right environment for motivation, individuals can lead more engaged, fulfilled, and productive lives. The book challenges deep-rooted beliefs hindering the creation of a motivated workforce. It addresses the disconnect between what leaders believe motivates employees and the actual motivators, suggesting a focus on intrinsic rewards like fulfilling work, growth opportunities, and learning. Acknowledging and validating team emotions, shifting the focus from profit to service, empowering employees, and prioritizing meaningful results contribute to creating a culture where intrinsic motivators thrive.
In conclusion, the book advocates for a shift beyond traditional motivational approaches, emphasizing intrinsic drives such as autonomy, relatedness, and competence. By recognizing and validating emotions and redirecting focus from profit to service, leaders can create environments fostering genuine motivation. This, in turn, leads to a more engaged and productive workforce, transforming not only individual lives but also the dynamics of the evolving world of work.
September 15, 2018
In the book it states that everyone is motivated all of the time, as such it is not possible and there is no need to motivate people. The challenge is more to get people excited to work on the things which are important for the company or organisation. It presents the motivation spectrum which shows a desire for high quality self-regulation and physiological needs.
The three physiological needs : Autonomy, Relatedness and Competence.
Autonomy : our human need to perceive we have choices. It is our need to feel that what we are doing is of our own power. It is our perception that we are the source of our actions.
Relatedness : our need to care about and be cared about by others. It is our need to feel connected to others without concerns about ulterior motives. It is our need to feel that we are contributing to something greater than ourselves.
Competence : our need to feel effective at meeting everyday challenges and opportunities. It is demonstrating skill over time. It is feeling a sense of growth and flourishing.
The three self-regulation needs : Mindfully managing feelings & thoughts, Values and Purpose for immediate and sustained positive effort.
Mindfulness : noticing - being aware and attuned to what is happening in the present moment without judgment or an automatic reaction. It is a state of being but is also a skill that requires development through practice and patience.
Values : premeditated, cognitive standards if what a person considers good or bad, worse, better or best. Values are enduring beliefs a person has chosen to accept as guidelines for how (s)he works and lives his life.
Purpose : a deep and meaningful reason for doing something. Purpose is acting with a noble intention - when your actions are infused with social significance.
To be able to support a shift in motivation there needs to be an improvement in physiological (ARC) and self-regulation needs (MVP). It is very important not to problem solve but to really deeply understand where someone is currently and to help them, as an individual, work towards a shift. You can use techniques such as five whys to dig into where someone is currently. Imposing your values or telling people what to do will not improve the individuals motivation.
The three physiological needs : Autonomy, Relatedness and Competence.
Autonomy : our human need to perceive we have choices. It is our need to feel that what we are doing is of our own power. It is our perception that we are the source of our actions.
Relatedness : our need to care about and be cared about by others. It is our need to feel connected to others without concerns about ulterior motives. It is our need to feel that we are contributing to something greater than ourselves.
Competence : our need to feel effective at meeting everyday challenges and opportunities. It is demonstrating skill over time. It is feeling a sense of growth and flourishing.
The three self-regulation needs : Mindfully managing feelings & thoughts, Values and Purpose for immediate and sustained positive effort.
Mindfulness : noticing - being aware and attuned to what is happening in the present moment without judgment or an automatic reaction. It is a state of being but is also a skill that requires development through practice and patience.
Values : premeditated, cognitive standards if what a person considers good or bad, worse, better or best. Values are enduring beliefs a person has chosen to accept as guidelines for how (s)he works and lives his life.
Purpose : a deep and meaningful reason for doing something. Purpose is acting with a noble intention - when your actions are infused with social significance.
To be able to support a shift in motivation there needs to be an improvement in physiological (ARC) and self-regulation needs (MVP). It is very important not to problem solve but to really deeply understand where someone is currently and to help them, as an individual, work towards a shift. You can use techniques such as five whys to dig into where someone is currently. Imposing your values or telling people what to do will not improve the individuals motivation.
December 16, 2023
This book by Susan Fowler challenges the conventional wisdom of using rewards and punishments to motivate people. Fowler argues that these methods are ineffective, frustrating, and even harmful for both leaders and employees. Instead, she proposes a new approach based on the latest scientific research on human motivation, which shows that people are inherently motivated by three psychological needs: autonomy, relatedness, and competence.
Fowler's book is revolutionary in its findings because it reveals that most people are motivated by suboptimal reasons, such as money, status, or fear, which do not lead to lasting satisfaction or performance. She also explains how leaders can use her Optimal Motivation process to help their people discover how their jobs can meet their deeper needs and give them a sense of purpose and fulfilment. By doing so, leaders can increase productivity, engagement, and well-being in their organisations.
The book is well-written, engaging, and full of practical examples and tools. Fowler draws from her extensive experience as a consultant, coach, and researcher to provide insights and guidance for leaders who want to get motivation right. She also addresses some common myths and misconceptions about motivation and offers solutions to overcome them.
However, the book also has some limitations and drawbacks. For instance, some readers may find the book too repetitive or simplistic, as it mainly focuses on one model of motivation and does not explore other factors or perspectives that may influence it. Moreover, some of the recommendations in the book may be difficult to implement in real-life situations, especially in complex or dynamic environments.
Overall, the book is a valuable and provocative essay that offers a new way of thinking about and practicing motivation.
It is a must-read for leaders who want to understand and influence the motivation of their people and themselves.
Fowler's book is revolutionary in its findings because it reveals that most people are motivated by suboptimal reasons, such as money, status, or fear, which do not lead to lasting satisfaction or performance. She also explains how leaders can use her Optimal Motivation process to help their people discover how their jobs can meet their deeper needs and give them a sense of purpose and fulfilment. By doing so, leaders can increase productivity, engagement, and well-being in their organisations.
The book is well-written, engaging, and full of practical examples and tools. Fowler draws from her extensive experience as a consultant, coach, and researcher to provide insights and guidance for leaders who want to get motivation right. She also addresses some common myths and misconceptions about motivation and offers solutions to overcome them.
However, the book also has some limitations and drawbacks. For instance, some readers may find the book too repetitive or simplistic, as it mainly focuses on one model of motivation and does not explore other factors or perspectives that may influence it. Moreover, some of the recommendations in the book may be difficult to implement in real-life situations, especially in complex or dynamic environments.
Overall, the book is a valuable and provocative essay that offers a new way of thinking about and practicing motivation.
It is a must-read for leaders who want to understand and influence the motivation of their people and themselves.
April 4, 2025
Susan Fowler’s Why Motivating People Doesn’t Work… and What Does offers a compelling exploration of motivation that resonates deeply in a homeschool setting, where self-motivation is paramount. Fowler argues that traditional external motivators—like rewards or punishments—fall short because they fail to address the core psychological needs of autonomy, relatedness, and competence. For a CC challenge student, these elements are critical to discovering their personal “why” and igniting intrinsic drive. The book dismantles the myth of participation trophies, illustrating how hollow accolades undermine genuine effort and mastery. Fowler’s framework, grounded in self-determination theory, provides practical insights for fostering an environment where students can thrive through internal purpose rather than fleeting external validation.
The book also emphasizes the long-term impact of self-regulation, a skill Fowler ties to adult success. She suggests that children who develop this ability—rooted in mindfulness, clear values, and a sense of purpose—are better equipped to navigate life’s challenges. In a homeschool context, this underscores the importance of parents creating a reliable, safe, and trustworthy environment, as trust is foundational for self-regulation to flourish. When children lack this stability, their capacity for self-directed growth falters. Fowler’s approach highlights how aligning daily actions with meaningful values and a defined purpose cultivates peak performers, making this a valuable read for educators and parents aiming to nurture resilient, motivated individuals.
The book also emphasizes the long-term impact of self-regulation, a skill Fowler ties to adult success. She suggests that children who develop this ability—rooted in mindfulness, clear values, and a sense of purpose—are better equipped to navigate life’s challenges. In a homeschool context, this underscores the importance of parents creating a reliable, safe, and trustworthy environment, as trust is foundational for self-regulation to flourish. When children lack this stability, their capacity for self-directed growth falters. Fowler’s approach highlights how aligning daily actions with meaningful values and a defined purpose cultivates peak performers, making this a valuable read for educators and parents aiming to nurture resilient, motivated individuals.
August 22, 2021
Autorka mowi jak najbardziej o motywacji ale tytul jest zwyczajnie "clickbaitowy".
Jego nie-clickbaitowa wersja powinna brzmieć "WHEN motivating people doesn't work..."
I wtedy ta książka ma więcej sensu. Bo, jak twierdzi sama autorka, motywacja to EFEKT a nie cel.
Ludzie nie umieją motywowac bo:
1. Nie jest sie swiadomym dowodów co motywuje
2. Nie wierzy sie dowodom co motywuje
3. Nie wie się co zrobic z dowodami na motywacje
Tak naprawdę kazdy(!) jest zmotywowany, nie zawsze jednak wzgledem tej samej rzeczy. Np jeśli ludzie nie sa zainteresowani spotkaniem nie znaczy że są niezmotywowani - bardziej prawdopodobne, że prawdopodobnie nie rozumieją sensu spotkania, a w szczególności jak to spotkanie ma realizować ich cele.
Autorka wymienia 3 kluczowe potrzeby psychologiczne:
1. Autonomy
2. Relativeness
3. Competence
Twierdzi, że wszystko się na nich zaczyna i na nich kończy. IMO niekoniecznie. Bo gdy zaspokoi sie te potrzeby to człowiek szuka sposobu zaspokojenia kolejnych potrzeb: zysku, ambicji, wpływu. Czasami mają one nawet wyższy priorytet.
W samej książce wiele jest rzeczy z którymi zgadzam się z autorką, ale i wiele z którymi się nie zgadzam. Stąd 3/5.
Lepsze książki w kontekście motywacji to:
- "Drive" by D.Pink
- "Potęga Irracjonalności" by Done Ariely
Jego nie-clickbaitowa wersja powinna brzmieć "WHEN motivating people doesn't work..."
I wtedy ta książka ma więcej sensu. Bo, jak twierdzi sama autorka, motywacja to EFEKT a nie cel.
Ludzie nie umieją motywowac bo:
1. Nie jest sie swiadomym dowodów co motywuje
2. Nie wierzy sie dowodom co motywuje
3. Nie wie się co zrobic z dowodami na motywacje
Tak naprawdę kazdy(!) jest zmotywowany, nie zawsze jednak wzgledem tej samej rzeczy. Np jeśli ludzie nie sa zainteresowani spotkaniem nie znaczy że są niezmotywowani - bardziej prawdopodobne, że prawdopodobnie nie rozumieją sensu spotkania, a w szczególności jak to spotkanie ma realizować ich cele.
Autorka wymienia 3 kluczowe potrzeby psychologiczne:
1. Autonomy
2. Relativeness
3. Competence
Twierdzi, że wszystko się na nich zaczyna i na nich kończy. IMO niekoniecznie. Bo gdy zaspokoi sie te potrzeby to człowiek szuka sposobu zaspokojenia kolejnych potrzeb: zysku, ambicji, wpływu. Czasami mają one nawet wyższy priorytet.
W samej książce wiele jest rzeczy z którymi zgadzam się z autorką, ale i wiele z którymi się nie zgadzam. Stąd 3/5.
Lepsze książki w kontekście motywacji to:
- "Drive" by D.Pink
- "Potęga Irracjonalności" by Done Ariely
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