The 5 Immutable Laws of Motivation « I2I

Everything thinks they can "do" motivation.

Motivation isn't something you do – it is something you have.

As a manager you can help others "get" motivation – but you can't give it.

However, if you understand how motivation works you can help provide the appropriate environment for it. Rewards and Recognition are tools that can be used to create that environment. But be warned – there are some "rules" or laws that you must understand in order to get it right. Violate these rules and expect a black-hole event.

Motivation cannot occur when these laws are violated.

"The 5 Immutable Laws of Motivation"

1. Motivation Isn't a Zero-Sum Game

You being motivated won’t take motivation away from anyone else. Motivation is infinite. Don't try to impose a limit on motivation.

2. Motivation is Additive

Motivation is the cold fusion of employee engagement. Never exhausted – always increasing. Having it increases everyone else's. When you are motivated – and show it – other are motivated.

3. Motivation is Exponential

In concert with Law #2 – motivation doesn't grow linearly. It grows exponentially. Your motivation doubles someone else’s – yours and theirs in turn increases someone else's by a factor greater than the combined inputs.

4. Motivation is Analog

Motivation is something that happens when people interact. That cannot be done without a connection. Recognition requires a conversation, a letter, a note, something that communicates with the recipient. Valuable rewards require that you know something about the recipient. You have to take the time to get to know the people, understand what they are about and tie their reward to that. There is no way to digitize that effort.

5. Motivation Can't Scale

Probably the most important Law of Motivation is that it doesn't scale. Too often we try to replace one-to-one reward and recognition with systems to "speed up" the process and reduce costs. Because it's analog – it can't scale. You can't scale the time you spend with your kids or your friends – you can't scale motivation – its custom, it's personal, it's people.
People don't scale. Don't even try it.

There you have it. Violate these laws at your own risk.

http://hrmargo.com @HRMargo

Upon awakening, I read my favorite blogs. Your blog is one of my favorites, and this post exemplifies why. Motivation isn’t just something we have, I contend it is something we are as well. We embody motivation, and it’s contagious, everyone wants to catch it. When we are truly motivated, and our intentions and heart are in the right place, we motivate every life we touch. We can be a force for transformation and change. Paul, you have given me so much of your free time. Thank you for helping me launch my blog back in October. Thank you for the time you’ve spent on the phone with me troubleshooting, and most of all, thank you for being a motivational force in my life. Your information, education and teachings benefit our industry and newcomers into the fold
Your Twitter Pal,
@HRMargo
http://profile.typepad.com/2of6 Paul Hebert

Well Margo – you just made my day as well. Thank you for your kind words and for continuing to follow this site – through thick and thin (not every post is gold – sometimes a bit of pyrite sneaks in.)
And… as I can see from you posts and your blogtalkradio show – you are motivating others with your energy as well! Here’s to connecting soon at another HRevolution event!
Scott Crandall

Paul — My input to maximizing the motivational value of an award: it’s the “awarding” more than the award. If someone wins, say, a trip to Cancun, and it’s announced in a typical “Congratulations” computer-customized letter, that’s one thing.
However, it’s not going to be anywhere as meaningful, impactful or influential as the “right” way to do it: face-to-face and, depending on the awardee’s personality, either publicly or privately. In either case, sincerely let them know the extent of the accomplishment, the value of the contribution, and the appreciation of the company, department and — especially — the manager. I think the “awarding” is critical, perhaps as important as the award itself.
http://profile.typepad.com/2of6 Paul Hebert

Right on. You got it. That’s why it is analog and won’t scale. You can’t mechanize that one-to-one congratulations and attention. It just doesn’t work.
James Dodson

Hi Paul,
Fantastic! I am motivated to write a comment.
4. Motivation is Analog- This absolutely right on.
Often the interaction of genuinely acknowledging and appreciating others motivation creates a real foundation for building positive synergy in relationships. It can be as simple as “Thank you so much for your help, I really appreciated all you did today.”
These little non quantitative recognitions can mean so much to people. And again you capture this quite well.
Be Well,
James
http://profile.typepad.com/2of6 Paul Hebert

Thanks for the comment. The devil is in the details – you are so right.
http://joebradshaw.wordpress.com Joe Bradshaw

Hi Paul,
Too true about motivation not being able to scale. I feel I do a tough balancing act between my personal and professional life. If I dont put in the time and full effort and just coast then my production at work falls of and I am unhappy with my use of spare time. Any suggestions on how to regain motivation during the work week when a bad attitude is prevalent or if laziness settles in?
thanks
Joe
Wade Anderson

I was thinking about these 5 points of motivation and I whole heartedly agree with point 2 that motivation is addictive. Having motivated people on any team, whether in sports or business is bound to positively affect the others. If you have someone that doesn’t get positively affected by being around other motivated people you need to ask if they are in the right place.
I also agree that you cannot scale motivation. You can’t try to do something that you think will motivate more people with less effort. often times when people see this they will think they are not as valuable to the organization anymore and it may in fact be less motivational.
Ali

Paul,
I agree with you that recognition should be customized as well as the motivation and awards. For my 5 year anniversary, I only got a generic letter from the CEO of my company accompanied with a booklet of gifts from which I could chose a gift of my choice. My question for you is, in a company of 5000 people, wouldn’t this be too expensive? I am a huge believer in power of motivation. What I want to know is, should motivation be on top of your list as manager or should we assume that most people are already motivated enough when they come to work? Should we focus on establishing a good system that is awarding in general rather than having a one-on-one motivational sessions with the employees?
Thanks,
-Ali
http://profile.typepad.com/2of6 Paul Hebert

Everyone is different in what gets them going. I can tell you what works for me and you can try to connect that to what drives you.
As you noted in your comment – bad attitudes and laziness as you put it, can create a loop – just like motivation. My tactic is to get something done – no matter how little and build on that. Seeing accomplishment and progress is a great motivator. I post a long while back on motivational inertia. Getting motivated from a non-motivated state takes much more effort than to maintain motivation. If you know this going in you’re more prepared to make the effort – realizing it will get easier.
The other thing is to seek out and find motivated people. Being around non-motivated, lazy or otherwise negative influences is contagious.
Thanks for reading an commenting!
http://profile.typepad.com/2of6 Paul Hebert

Originally I said “additive” meaning it feeds on itself. But addictive works too!
http://profile.typepad.com/2of6 Paul Hebert

If you look through this site you will see that I place the blame for lack of motivated staff squarely at the feet of managers.
Management – at its core is getting the best out of people. Motivation in one of THEIR responsibilities. You’re comment highlights the problem with trying to “scale” motivation – through programs that are generic and try to provide enough choice in a catalog to cover everyone.
Let me ask this – would the recognition for your 5 years meant more if your manager presented it – with their own letter on your service and copied the head of the division/group/department? Also, would it have meant more if your manager had said something like – “I know you like camping take Friday off to have a long weekend and go to the woods?”
Neither of those things are too difficult to do, nor expensive.
Trying to outsource motivation to a program is the first step in distancing managers and employees and leads to disengagement and low morale.
You wouldn’t outsource your kids birthday would you?
http://www.aliahmadian.wordpress.com/ Ali Ahmadian

That is such a good analogy. No I would not outsource my kids birthday but you are right. This is exactly what big companies do. The catalog you get is not even something generated in the company. They get a third-party to do that for them.
You’re also right when you say it would have meant a lot more if the letter came from my direct manager with directors, and VPs CC’d on it, highlighting what I have done in the past and why I have been a valuable member of the organization.
Good points. Thank you.
http://profile.typepad.com/2of6 Paul Hebert

With that said – the catalog is nice way to add value to “real” recognition you should have received from you manager. The problem is that management feels the catalog is the main recognition item – but in reality most employees would rather have the managers recognition and not get the item. The item out of the catalog cannot take the place of real recognition – but it can serve as a reminder of the real recognition – and that is the real value. Not the item itself.
The item alone won’t do it. But combined with real, authentic management recognition it is much more valuable.

The 5 Immutable Laws of Motivation

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