When incentives do all the talking, people stop listening to themselves. In my experience, motivation that sticks comes from helping people see their work as part of who they are - not just what they’re paid to do.
There's something that comes with doing a high-quality job because you have to put your name on it. I think we all want to be recognized for our input and accomplishments, I wonder if that recognition could be incentive enough to do an exemplary job each and every time because that's the level of quality you operate at. If the leader is able to communicate the goal and vision of the company/team/organization to the entire roster, everyone can see how their input requires their best.
Personally, it's intrinsic, but hearing your name called for your input specifically on a project could be more motivating than chasing a monetary reward.
If the company goal is 'X', point out how this person is living that out in the field, on the job, etc. I think you could get more buy-in towards excellence
This is a great topic. How to align the two - intrinsic and extrinsic? I think it comes down to understanding what motivates and drives your team, individually and collectively, and finding a way to create work that aligns. If the work is meaningful, and they own their wins, and they're financially incentivized to outperform - everything is congruent.
When incentives do all the talking, people stop listening to themselves. In my experience, motivation that sticks comes from helping people see their work as part of who they are - not just what they’re paid to do.
There's something that comes with doing a high-quality job because you have to put your name on it. I think we all want to be recognized for our input and accomplishments, I wonder if that recognition could be incentive enough to do an exemplary job each and every time because that's the level of quality you operate at. If the leader is able to communicate the goal and vision of the company/team/organization to the entire roster, everyone can see how their input requires their best.
Is the recognition you suggest an intrinsic or extrinsic reward?
Personally, it's intrinsic, but hearing your name called for your input specifically on a project could be more motivating than chasing a monetary reward.
If the company goal is 'X', point out how this person is living that out in the field, on the job, etc. I think you could get more buy-in towards excellence
Good morning,
I am glad you have brought this up.
I currently work an office job and a frontline job.
In my frontline job, I get to see the lead speaking with the customers, and using their name/s. The customers know hers too.
That is the kind of environment I am proud to work in.
When you have this, the team will often exceed expectations. They, at the very least are executing.
As you mentioned. Paying people well will get execution, AND you won't often get anything else from them.
I have found the key to be a bit of both:
Pay people a liveable wage AND allow the tribe to form and function.
Professor Zeynep Ton's work focuses on a few companies that do it right.
One of those companies listed is COSTCO WHOLESALE. In my experience that is a company that continues to be excellent.
I believe more organizations would do well to use their model.
Thank you for your time.
This is a great topic. How to align the two - intrinsic and extrinsic? I think it comes down to understanding what motivates and drives your team, individually and collectively, and finding a way to create work that aligns. If the work is meaningful, and they own their wins, and they're financially incentivized to outperform - everything is congruent.