GlenfodenThere is a lot of discussion lately about the “new” paradigm of motivation for our employees.  The discussion, driven by books such as "Drive" by Dan Pink and others before him, focus on the need to tap into a more noble vein and eliminate the plebian tools we used in the past, the awards and the incentives, and in their stead provide vision and direction but allow the individual to work autonomously, learn and grow and be part of a larger effort.  

I get that and I agree with it.  At a basic level this is good stuff.  But in a day-to-day business world it may not be effective. 

Strategic vision is important.  Getting people aligned is important.  But without incentives to really break behavioral inertial we’re doomed.

I could spend the rest of this post explaining why creating programs and plans that drive behavior are important.  I could harp on the role incentives and rewards play in those plans.  I can talk forever about designing programs that reward those that implement – and implement well.  But I’m not as good as the folks at the Daily Show are at bringing the problem home.

Comedy is truly a mirror on life – and in this case – a very, very clear mirror.  We can talk about autonomy, mastery and purpose as foundations for motivation but as this clip below clearly communicates (email viewers may need to click through to see video) – it is only a piece of the motivation puzzle and you need, dare I say it – self-interest driven programs that reward individual effort.  The same programs many are now abandoning in favor of the new age approach.

Watch.  Weep.  

The Daily Show With Jon Stewart Mon – Thurs 11p / 10c
An Energy-Independent Future
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In closing…If you think about it – energy independence is the perfect new age issue that should work well in the Autonomy, Mastery, and Purpose world.  It is something we each can do on our own (autonomy) – it’s not difficult to master (drive more efficient cars, use fluorescent bulbs, etc.) and what greater purpose is there than saving the planet, our country and the economy?  

Yet… well… The video said it all. 

I ask you –without getting into a political mud-fight – why did none of these leaders achieve their goals?  Was it a lack of vision?  Was it that we weren’t given the autonomy or weren’t allowed to use our own skills or was the purpose just too soft?  Why?

  • http://hrringleader.com Trish McFarlane

    That video really says it all, doesn’t it? Thanks for sharing it with us to illustrate that whether we’re talking about oil consumption or work strategy, if leaders are not able to inspire action and give incentives to change behavior, we’re stuck in the mud.

  • http://profile.typepad.com/2of6 Paul Hebert

    Or stuck in the oil! Thanks Trish. I don’t want this to be an indictment of AMP – just that it isn’t a panacea – as the video illustrates. It takes something more than that to start a change. AMP may help with the long-term vision quest – and provide the foundation for change – but alone it doesn’t do the trick. Thanks for stopping by!

  • http://freerangecomm.com fran melmed

    depressing. perhaps it’s our inability to accurately (willingly) judge the eventual impact of our today’s behavior. where else does that happen…
    f

  • http://profile.typepad.com/2of6 Paul Hebert

    You are so right on the money Fran. I’ve discussed it before – we have a thing called “temporal discounting” meaning we devalue both incentives and punishments if they are in the future. With energy – big issue. Other places – I’m sure you’re aware – health and wellness. Because the benefits (no matter how large) are in the future – sometimes far into the future – the value of those benefits is discounted.

  • http://profile.typepad.com/irvine1 Derek Irvine

    Interesting take, Paul, and I don’t necessarily disagree. I read your post earlier today and just read Tim Tolan’s post over on Fistful of Talent. It’s an interesting comparison. May have to blog about that myself.
    Tim’s post:
    http://www.fistfuloftalent.com/2010/06/chasing-stock-option-gold-draft.html?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+FistfulOfTalent+%28Fistful+of+Talent%29

  • http://profile.typepad.com/2of6 Paul Hebert

    Thanks Derek. I just left a comment on Tim’s post – options require me to have cash to invest in them when they come due – unfortunately for many work-a-day folks that isn’t an option so while the option sounds interesting – if my base compensation isn’t high enough to allow me to save for the potential exercise date then they are worthless from the beginning.
    My point today was that all the promises and the vision in the world don’t break behavioral inertia – and when the payoff is so far into the future – it is even worse.
    Incentives done correctly can break the inertia WITHOUT damaging the link to purpose as some have indicated.

  • http://compforce.typepad.com/compensation_cafe/ Laura Schroeder

    Wow, what a unique way to demonstrate that having purpose and autonomy aren’t enough to get people moving in the same direction. Incentives may be what’s missing – I’m a firm believer in incentives – although we do see examples of people doing great things without traditional incentives in open source. Or perhaps what is missing is leadership. Without leadership to pull everyone together purpose loses its power.

  • http://brucelynnblog.spaces.live.com Bruce Lynn

    This post is absolutely right – “in a day-to-day business world it may not be effective.”
    Pink’s notions are not a ‘new’ paradigm at all. Pink’s book is a basically a re-packaging of Maslov’s Hierarchy of Needs. The key thing that glosses over (though he does mention it) is the ‘Hierarchy’ part. People get to the ‘Vision’ level only after the lower more basic needs have been satisfied. This is a fundamental premise of Maslov and Pink himself acknowledges it. Unfortunately, the self-indulged Western society has gotten used to a pretty high level of consumption of the very lowest level ‘Physiological Needs’ before it even begins to consider the other 3 levels before getting to Self-Actualisation. Not everybody mind you. Many people who love Pink are the ones who (a) do have lower aspirations and needs in the lower hierarchies, and (b) are frankly quite well off so. I bet the average reader/fan of Drive is in the upper quartile of income.
    In fact, Pink’s ‘paradigm’ is a microcosmic subset of so many problems around us. He is espousing a short-cut solution. He is saying ‘forget all those other levels in the hierarchy…just go straight to the top one.’ People love it. A short cut. Fantastic. (Or handy if you are rich enough to be past all those other levels). Just like an easy mortgage is a short cut to a bigger car and an HD TV. Just like skimping on safety measures is a short cut to adding profit. Hopefully, events like these will be wake up calls to the charlatans who espouse that tight loan provisions, strict safety adherence, and basic monetary incentives are not quite so ‘plebian’. Doubling the price of gasoline would have more impact in 20 days than all the ‘Vision’ has had in 20 years.

  • http://profile.typepad.com/2of6 Paul Hebert

    Thanks Laura. I also believe in incentives (hey – that’s what the blog is about) but I also believe you don’t need them sometimes. Incentives are ONE way to move behavior, not the ONLY way. I agree that there are many people who do things for the intrinsic desire (name any starving artist.) I think that for most organizations you need a foundation of AMP with a dash of incentives if you want to keep things moving in the direction you want them to.
    Thanks for weighing in.

  • http://profile.typepad.com/2of6 Paul Hebert

    Thanks Bruce – appreciate the thoughts. I do think that Pink is taking us up the hierarchy – but I don’t think Maslow is a good motivation theory either. Maslow has never been tested empirically and he himself said it was an idea looking for proof. None of which has happened.
    Most psych folks think it is an interesting idea but don’t hold it in high regard as a valid motivational theory. I posted on it here: http://incentive-intelligence.typepad.com/incentive_intelligence/2009/02/if-your-incentive-company-brings-up-maslows-hierarchy-of-needs-fire-them.html
    Your last sentence says it all IMHO.

  • Carl

    By definition, autonomy is what the president of the US precisely does not have. Any applicable autonomy, purpose, and mastery is diluted by a factor of hundreds of millions of voters who may hold different ideas on the subject. All individual motivation is removed at this level of leadership… in your opinion, would any of these presidents could have solved the energy independence problem if you’d slipped them an extra performance incentive of, say, a hundred million dollars? Democratic leadership of masses is a different topic from autocratic leadership of a business.

  • http://profile.typepad.com/2of6 Paul Hebert

    I think you need to reread the post. My point was that ALL OF US have the ability to impact the problem but don’t. It isn’t about the President having autonomy… it’s about each of us having the autonomy to attack the problem. But we don’t. The point is that each of us have the ability to attack the problem and don’t. It’s not about what the President can do but about what each of us can.
    It is not the role of the President to DO these things…. than unfortunately is the reason we’re in the mess we’re in – we think they have the power to do them. It is the Presidents job to set the goal – and let US do these things. My point is that the three keys outlined by Dan Pink – don’t motivate us to do the things we think are right.

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