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Motivation - It matters

Motivation - It matters

A presentation I delivered at IGN Exec meeting back in 2012.

Manish Pandit

January 03, 2012
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  1. Background ™  I have worked with 8-10 different companies with

    different cultures, different products and verticals over the last decade and a half ™  As a result, I have worked with team members showing a combination of motivation, passion, smartness, brightness, ambition, potential, leadership, following, communication, and the lack thereof ™  Allegory training and their case study of Blockbuster ™  Quoting David Ting – Everyone is a leader ™  In the new age of Internet and Media, its all the more critical that we all start to see ourselves and everyone around us as motivated, passionate leaders ™  There is no next level when there is no motivation to get there
  2. Why am I talking about motivation? ™  No longer something

    that matters during review cycles ™  Motivated co-workers create a great work environment ™  Motivation nurtures leadership ™  In a small org, successes and failures get amplified. Motivation largely increases the changes for success. ™  Motivation encourages communication, which in turn creates a thriving, innovation and growth-driven culture.
  3. As mortal humans, we are all unique.. …with unique motivators

    ™  Paycheck, or a monetary reward ™  Getting someone off our back ™  Personal satisfaction ™  Sense of achievement and fulfillment ™  Bragging rights or recognition ™  Solving problems, or challenges ™  Role model ™  Chasing a dream, passion ™  Curiosity ™  Happiness ™  Competitive Spirit ™  Perfectionism
  4. What motivates them? ™  Steve Jobs ™  I want to

    put a ding in the universe ™  Bill Gates ™  I want to put PCs in every household, beyond universities and schools ™  Mark Zuckerberg ™  I want to shape the way people interact and connect with others online ™  Google (the founders but the company too) ™  WE want to make the web faster ™  Everest, K2 Climbers ™  The drive to be on the top of the world; which costs them their life savings, knowing very well that 2 out of 5 die trying.
  5. Motivators: Extrinsic ™  Simple, we’ve been used to this one

    ever since we were kids, and we use it with our kids. ™  Reward good behavior with tangible goods ™  Punish bad behavior by taking them away ™  So the motivation factor is to stay out of trouble, and do a good job expecting more money, bigger house, fatter bonus, good grades. ™  You do not need an MBA to extrinsically motivate people. ™  Most extrinsically motivated people are followers, rarely leaders. ™  Extrinsic motivation plateaus, and needs to be re-enforced time and again. ™  Extrinsic motivation works best for manual, mechanical work. Not where cognitive or out-of-the-box intelligence, and creativity is needed, i.e. knowledge work.
  6. Motivators: Intrinsic ™  Almost opposite of Extrinsic motivation ™  Comes

    from within (duh!) ™  Very circumstantial, and cannot be directly enforced but coached ™  Most of what promotes intrinsic motivation is abstract, and cannot be pegged to a dollar value. ™  I want to write perfect code ™  I want to learn a new language ™  I want to solve problem X to make Y’s life easier ™  I want to be looked upon as the brightest bulb in the box ™  Intrinsic motivation is almost always a necessary trait in a leader.
  7. Purpose-driven Motivation ™  The motivator is “purpose” ™  Clarity and

    communication on: ™  What is one’s purpose in the organization ™  What is the organization’s purpose in the company ™  What is the company’s purpose in the world ™  Being a part of the greater picture ™  Having independence, or “autonomy” (like hack events) ™  Encourages ownership and value ™  Encourages responsibility and accountability
  8. Autonomy and Mastery ™  Go hand in hand with the

    purpose ™  The focus is on achieving the purpose through developing mastery autonomously – i.e., you are empowered to make decisions and have enough autonomy to do so. ™  You build significant skills in that area ™  The mastery and autonomy act as a means to the purpose.
  9. Org Culture and Motivation ™  Varying degree of these traits

    in an org impact the motivation in the individual at different levels ™  Politics ™  Ease (or difficulty) of getting things done. ™  Recognition and visibility ™  Co-workers and their motivation ™  Nature and kind of work (tedious vs. challenging) ™  Opportunities for growth, and their communication ™  Individual Engagement and autonomy ™  Compensation (with fair contribution parity) ™  Alignment and focus towards a common goal
  10. Imagine… ™  Being taught by unmotivated teachers ™  Kids or

    Elderly being cared by unmotivated caregivers ™  Having a terminal illness being treated by unmotivated doctors ™  City being patrolled by unmotivated cops
  11. Then imagine.. ™  Browsing around an online shopping site, whose

    U|X sucks as it was developed by unmotivated engineers ™  Be in a room full of folks where a few motivated folks are talking about their work and/or life with a big grin on their face ™  Google or Facebook going down in non-business hours (hey, they are free!)
  12. It cant be that bad! ™  Unmotivated folks pose an

    immediate risk to an org or a project. ™  Conflicts with the motivated folks due to impedance mismatch ™  Lower the bar and quality of the overall result ™  Lack of leadership ™  Its infectious – the motivated folks run a risk of giving up after being burnt out ™  The org runs the risk of being at a “status-quo” with no innovation ahead ™  Leadership-by-example fails to exist
  13. What makes knowledge motivators different ™  Like it or not,

    web never sleeps ™  Tech motivators usually are not the same as, say, motivators for a Walmart Shift Manager, or an in-house Accounting Software Programmer ™  Granted that we are not saving lives, but are committed to provide a good, efficient, “purposeful” service, 24x7 ™  Technology competition is much, much closer than the one for the Target, PG&E and Goldman Sachs of the World ™  The rate of innovation and execution is too high for unmotivated technologists to keep up
  14. How to improve motivation ™  Find out what factors motivate

    you under what circumstances ™  Extrinsic ™  Intrinsic ™  Purpose ™  Talk to your manager, or peers on this topic. Communication is the only thing that can change or address motivation. NOTHING ELSE CAN. ™  Make this a part of 1:1 meetings ™  Think of being motivated as a non-negotiable attribute. Do justice to your work, your co- workers, and your users. ™  A team is only as strong as the weakest link, and often the weakest link is unmotivated, not unskilled. ™  Realistic, performance driven rewards, like the Next-level pay. Similarly, myVoice, which is a transparent medium for continuous feedback.
  15. Action items ™  Self introspection ™  Keep motivation on the

    back of your mind always ™  Be a leader – and lead by Example ™  Leadership does not come from a title, it comes from demonstrating the trait ™  Read “Drive” by Dan Pink, or watch the youtube video for his TED talk ™  Communicate ™  Communicate more