A520.4.3.RB_LarsonKurt, Motivation Beyond Money

Yes, we all like to be paid, and paid well. But money is not among the three most important reasons why we work.

Andy Mulholland has shared his insights as to what those three things are.

Create a blog entry discussing each of the motivators identified in this video and discuss their impact on you; additionally identify 3 additional motivators that have a major impact on you.

In his short but informative video titled: The Three Things We Work for (Money Isn’t One of Them.) Andy Mulholland says that people “fundamentally work for three things. The balance between these three things will vary between the individual, but the first is people want interesting work. The second is for individuals to expand their skill set and the third being the most critical is for individuals to be recognized.

Andy went on further to expand that recognition does not equal to compensation above ones piers… it is referring to being valued for what they can do, accomplish and contribute. Individuals long for a combination of the three, so, if an employer is satisfying an employee’s needs through interesting work and expansion of skill sets, then the need for recognition should naturally take care of itself?

In other words, individuals wish to be a part of a growing and developing community. If an employer is able to tailor the operation around the first two caveats then the third, “recognition” should be automatic.

Myself like most professionals strive for the three previously discussed motivators - interesting work, expansion of ones skill set and recognition.

There are three additional motivators that are and have had a major impact on my ability to preform my duties, continuously take on additional responsibilities and evolve with-in the organization with an ever-increasing level of responsibility.

Establishing a clear performance of expectations. Nothing will breed mistrust and confusion than a supervisor who fails to establish a clear and concise set of expectations and levels of performance. If a supervisor does not set these standards by which employees can effectively accomplish their assigned and requested responsibilities, the employee will not know where the bar placed in relation to a project or task.

If a manager is inconsistent with specific goal setting or are ambiguous changing the rules midstream, employees loose trust, faith and confusion often sets-in as to the expectations and desired outcomes.

Another motivator for me is a manager’s ability to remove the obstacles that often inhibit performance. Being specific and realistic in goal setting. Looking at what is required vs. what resources are available to reach a specific goal, and willingness to acquire additional resources (including human,) if needed to effectively and efficiently reach desired outcome with-in economic standards or timelines. Also if the project is long running with continuous milestones, has the economy of scale been considered for the project or program?

The third and final motivator would be providing timely rewards and accurate feedback. I like to know that my efforts are appreciated and needed. And that I am not just preforming busy work, but work that is critical to our operation, and in the case of quality and safety, that would be making a crucial impact on our overall operational goal of reducing and mitigating risk to the lowest level possible. Or, in the case of the assumption of risk, it is being managed to a point that the operation can sustain operations, when risk is high and the missions requiring the assumption of the risk are infrequent but necessary.