Subject: Motivated people
At the Culture
Works, we have learnt what makes people the most motivated and engaged in their
careers. We found that when individuals are fulfilled on the job they not only
produce higher quality work and a greater output, but also generally earn
higher incomes. And those most satisfied with their work are also 150 percent
more likely to have a happier life overall.
As we researched this subject for our new book What Motivates Me, what follows are
seven things we found the most motivated, fulfilled people don’t do:
They don't chase the almighty
buck (if that’s not what motivates them).
Motivation is not
about doing what anyone else thinks is right for you, nor is it necessarily
about chasing a job that pays well if money is not what floats your boat. It’s
about aligning more of your work with what drives you. People differ enormously
in what makes them happy—for some challenge, excelling and pressure are the
greatest sources of happiness, for others money and prestige, but for others
service, friendship and fun are more satisfying in a workplace. The trick is in
identifying your core drivers and then aligning your work to do more of what
you love and little less of what frustrates you.
They don’t wait for a manager to motivate them.
The truth is, very few leaders know what’s really motivating to their people
or, even if they do, would know how to apply that information to their
day-to-day work. Motivated individuals have discovered that the surest way to
happier and more successful work lives is: first, understanding what drives you
and then second, doing some sculpting of the nature of your jobs or tasks to
better match duties with passions. That involves working with a manager, of
course, but most motivated people lead this effort themselves. They take charge
of their careers.
They don’t leave to chase a dream job.
There is a prevalent notion that if you’re unhappy with your work it will take
a Herculean effort to change things, that you have to quit and find your “dream
job,” for the vast majority of people, that’s just nonsense. That’s not to say
motivated people never change departments or companies, and we all can
appreciate that if an individual is completely miscast or miserable it’s not
good for them, their customers, or their managers. But most people don’t need
to take a risky leap; instead they need to start by making small but important
sculpting changes in their work lives. Many of the happiest people we’ve spoken
with didn’t find their bliss down a new path; they made course corrections on
the path they were already on.
They don’t believe everyone is motivated like they are.
One of the traps most of us can fall into believes that other people are driven
by the same things we are. We’ve counseled a bevy of frustrated teams on this
issue. Perhaps the majority of the team members are what we call
“Builders”—people who are focused on high-minded ideals like developing others,
service, teamwork and a greater purpose. And most of those team members believe
anyone who is not motivated in those ways is not a “team player.” But on the
team are also a handful of people we would classify as Achievers, Caregivers,
Thinkers and Reward-Driven, and these people who feel alienated and
unappreciated. Great strength comes in recognizing and appreciating diversity,
but we have to understand and utilize the motivational drive of others. For
instance, the Reward-Driven can make a team more competitive, Thinkers help us
be more creative, Caregivers encourage empathy and fun, Achievers make us more
goal-oriented, and Builders help drive purpose and meaning. Most teams need all
Identities in play to function at high levels.
They don’t focus inward.
The happiest people we found in our studies typically focus their work efforts
in service of others rather than on self-gain. That may mean they achieve more
or sell more or do more because they truly believe in their products or
services and genuinely believe they are helping their customers by putting
those goods in their hands—versus those who are simply striving to win a deal
and cash a paycheck. It’s a subtle change in thinking, but it’s important.
Psychologists also say most people perform at work better when they focus their
energy toward serving their families instead of themselves. Thus, motives based
on the pursuit of power, narcissism, or overcoming self-doubt are less
rewarding and less effective than goals based on the pursuit of providing
security and support for one’s loved ones, or being able to give of one’s gain
to a worthwhile cause.
They don’t hang out with whiners.
We all know who they are: there’s typically a group of people who complain
about everything at the office. If the boss pulls out her wallet and starts
handing out twenty-dollar bills, the whiners will later moan that they weren’t
fifties. The most motivated people avoid this petulant bunch. Complaining with
no solution is a toxic habit. Sometimes making a positive difference at work is
simply a matter of how a person chooses to think. We always counsel those
troubled at work to look for ways to be authentically positive; for instance,
publicly acknowledging a coworker’s accomplishment on completing a project. And
even if it doesn’t help change the office environment, we remind them they can
always do this at home: telling their significant others or kids why they are
inspiring, always using specific language not vague platitudes.
They don’t compare themselves to others.
The motivated people we interviewed don’t waste a lot of time comparing
themselves to those who have more; instead, they regularly express gratitude
for the talents, resources, and relationships they do have, not to mention
their health, their friends, their own brilliance, their motivation, and their
family who inspire them. Everyone is happiest when they are thankful for the
gifts they have been given, and that gratitude should be offered up regularly
to those around them who support them and help them thrive. Psychologists are
only just beginning to understand the healing and strengthening mental power of
grateful attitudes. The most successful and happy people are frequent and
specific in their verbal appreciation of not only their colleagues but also
family members and friends.
Kind Regards!
Sunder T
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