High performance and personal satisfaction. In a utopian workplace, those factors are completely aligned—one feeding the other—as high achievers derive great satisfaction in a job well done, the fulfilled achiever continues to seek greatness for its own sake. In the real world, the two are commonly inversely related, where high performance can come at the sacrifice of personal satisfaction and vice versa, when the motivation to feed one over the other is imbalanced.  

Motivation is the lifeblood of productivity and satisfaction in the workplace. Understanding what drives individuals to perform at their best can lead to a more engaged, innovative, and committed workforce. At our firm, we recognize the importance of fostering an environment where motivation thrives, both for personal fulfillment and to deliver exceptional results for our clients.

Drawing from insights in Daniel H. Pink’s “Drive – The Surprising Truth about What Motivates Us” and other thought leaders, I have been searching for a better understanding into the science of human motivation and how the firm can thoughtfully amplify our greatest asset—our people. 

Understanding What Motivates People

Surprise! It’s not all about the money. Motivation can be broadly categorized into two types: intrinsic and extrinsic. Extrinsic motivation involves external rewards such as money, promotions, and recognition. Companies grapple with the carrot-and-stick model to incentivize the behaviors they want to see. Do they work? In my experience, yes, but the results are not consistent or enduring. It seems the carrot is never enough, and the stick breeds resentment.

My suggestion is that we certainly keep extrinsic motivation, always evaluating ways to motivate your team to results through incentives. But the yin to the yang is intrinsic motivation which is driven by internal satisfaction, and studies show that it is often more powerful and sustainable.

Intrinsic Motivation and Self-Determination Theory

Edward L. Deci and Richard M. Ryan’s Self-Determination Theory (SDT) posits that intrinsic motivation is fueled by fulfilling three basic psychological needs: autonomy, competence, and relatedness. When these needs are met, individuals are more motivated, engaged, and productive.

• Autonomy: The desire to have control over one’s work and decisions.
• Competence: The urge to improve and master new skills.
• Relatedness: The need to feel connected and appreciated by others.

Expectancy Theory

Victor H. Vroom’s Expectancy Theory suggests that motivation is a function of an individual’s expectation that their efforts will lead to desired outcomes. This theory underscores the importance of aligning tasks with employees’ personal goals and ensuring they have the resources and support to achieve those goals.

How Do We Tap into Intrinsic Motivation?

Effective leaders understand how to cultivate an environment that promotes intrinsic motivation. Here are some key strategies:

Start with “Why” before the “What”

Simon Sinek’s "Start with Why" emphasizes the importance of communicating the purpose behind actions. Leaders who clearly articulate the "why" behind their decisions can inspire and motivate their teams by connecting their work to a larger mission.

The Progress Principle

In "The Progress Principle," Teresa Amabile and Steven Kramer highlight how making consistent progress in meaningful work boosts motivation and engagement. Leaders can create environments where people experience frequent "small wins" by setting clear goals and providing regular feedback.

Fostering Autonomy, Mastery, and Purpose

Daniel H. Pink’s "Drive" outlines three critical elements of intrinsic motivation:

• Autonomy: Allowing people to have control over their tasks, time, techniques, and team can significantly boost their motivation.
• Mastery: Encouraging continuous learning and providing opportunities for skill development fosters a growth mindset and keeps employees engaged.
• Purpose: Aligning work with a larger mission and ensuring people understand the impact of their contributions can create a deep sense of fulfillment.

What Our Firm is Doing to Amplify Our People

It’s part of our culture and it’s best embraced through our JB FOR ME value system, which is detailed here. The values start with those intrinsic drivers to foster people who are:

Fulfilled

Opportunistic

Refreshed

Mindful

Empowered

At our firm, we are committed to creating an environment where motivation and productivity flourish. We believe that autonomy, mastery and purpose are captured by implementing our values, and we must continuously seek to understand ways to best deliver those opportunities to our people.

Understanding and fostering motivation is crucial for creating a thriving workplace. By tapping into intrinsic motivation through autonomy, mastery, and purpose, and implementing supportive policies and initiatives, we can enhance both personal fulfillment and professional productivity. We encourage everyone to explore the concepts discussed in "Drive" and other referenced works to gain further insights into how motivation can transform our work and lives.



I’d be happy to hear from your experiences as you and your teams continue to build a motivated, engaged, and high-performing team that not only meets but exceeds expectations.