Motivation theory in real life – with Daniel Pink’s “Drive” and Kolind/Bøtters “Unboss”

Preamble: Jacob Bøtter (@boetter) asked me to translate my Danish version of this article to English, in order to share it amongst the UK speaking Unboss fora. Hereby done 🙂

This article describes how I use Daniel Pinks “Drive” and Kolind / Bøtters “Unboss” in my work as a people manager.

The article is written “short, sweet and to the point”, just like my other writings. The purpose is to allow the reader to skim and adopt the content and messages within 3-5 minutes.

If you find this useful, please pop me an email. 🙂

 

Motivation – how?

I’ve created this poster that hangs size A0 on my wall behind me at work:

autonomy-mastering-purpose-motivation
The method is boldly snatched from Daniel Pinks book “Drive – The Surprising Truth About What Motivates Us”, which is very recommendable (and very easy to find on Saxo.com and Amazon). Daniel Pink examines the theory here, in this famous TED video. In addition, it is seasoned with inspiration from Kolind (@Kolind) and Bøtters (@boetter) “Unboss“.

I have people management responsibility for a couple of handfuls of employees, and I use the terms from this motivation model daily, at department meetings, at 1-to-1 conversations with employees, and at employee development interviews.

The model describes the three factors needed to create inner motivation. The book meticulously examines the individual factors, decomposed into elements, very well documented.

I had a need to bring it into a Danish context, which resulted in the poster (translated for you here). I expect that it is self-explanatory. 🙂

Unboss plays a big role in my breakdown of autonomy, mastering and purpose.

  • I try – as often as I can – to offer the tasks in plenary, and increasingly the employees volunteer for the tasks themselves. However, it is a long journey that I am very careful with, because people are not used to it.
  • To me, mastery is about the task being juuust a little too big, so there is an intellectual, discipline-related, domain-related or communicative challenge in it.
  • I often talk about the purpose, “The WHY”, as the vision and benchmark for our work. (“We produce green electricity and help making the world a better place.”). Then we talk about the task and how it adds value to systems or projects.

 

Then:

As people manager, the task is to figure out what it takes for each employee

  • to get stressed,
  • to get annoyed,
  • to kill motivation,

so we actively can engage in dialogue to avoid such impacts and situations, and remedy them when they occur.

Personally, I get stressed if someone robs me control over my own time. And I am most annoyed by micro-management. And highly unmotivated if I cannot use my creative intellect for problem solving.

 

Motivationsteori i praksis – med Daniel Pink’s “Drive” og Kolind/Bøtters “Unboss”

Denne artikel beskriver hvordan jeg bruger Daniel Pinks “Drive” og Kolind/Bøtters “Unboss” i mit virke som personaleleder.

The article also exists in English.

Update: Denne video gennemgår modellen: Unboss i praksis, 5: Motivationsteori i praksis

Motivation – hvordan?

Jeg har udarbejdet denne plakat, der hænger i A0 på min væg bag mig på arbejde:

autonomi-mestring-formaal-movitation

 

Metoden er tyvstjålet fra Daniel Pinks bog “Drive – The Surprising Truth About What Motivates Us”, som er meget anbefalelsesværdig (og superlet at finde på Saxo.com og Amazon). Daniel Pink gennemgår teorien her, i denne berømte TED video.

Desuden krydret med inspiration fra Kolind (@kolind) og Bøtters (@boetter) “Unboss”.

Jeg har personaleansvar for et par håndfulde og bruger termerne fra modellen dagligt, til afdelingsmøder, på 1-til-1 samtaler med medarbejderne og til MUS-samtalerne.

Modellen taler om de tre faktorer, der skal til for at skabe den indre motivation. I bogen gennemgås ret minutiøst de enkelte faktorer, nedbrudt i delelementer og fint dokumenteret. Jeg havde et behov for at bringe den ind i en dansk kontekst, hvilket der kom ovenstående plakat ud af. Jeg regner med, at den er selvforklarende 🙂

Unboss spiller en stor rolle i min nedbrydning af autonomien, i mestringen og i formålet.

  • Jeg forsøger så tit jeg kan at byde opgaverne ud i plenum, og oftere og oftere byder medarbejderne selv ind. Dog, det er en lang rejse, som jeg skal være påpasselig med, for folk er ikke vandt til det.
  • For mig handler mestring meget om, at opgaven lige netop skal være en lille smule for stor, så der er en intellektuel, disciplinmæssig, domænemæssig eller kommunikativ udfordring i den.
  • Jeg nævner tit formålet, “The WHY”, som visionen og pejlemærket for vores arbejde. (“Vi producerer grøn strøm og er med til at gøre verden til et bedre sted.”). Dernæst taler vi om selve opgaven, og hvordan den skaber værdi til systemerne eller projekterne.

 

Dernæst:

I min personaleledelse handler det dernæst om at gennemskue, for hver medarbejder, hvad der skal til for

  • at stresse
  • at irritere
  • at dræbe motivationen

for vedkommende, så vi kan aktivt gå i dialog om at undgå de påvirkninger og situationer, og afhjælpe dem når de indtræder.

Personligt bliver jeg stresset, hvis nogen fratager mig kontrol over egen tid. Og jeg bliver mest irriteret over micro-management. Og mest umotiveret hvis jeg ikke kan bruge mit kreative intellekt til problemløsning.

Update: Hvis du har læst dette indlæg, bør du læse dette også, der handler om konkrete råd til at gøre det: http://blochoestergaard.dk/fra-best-practice-til-next-practice-en-ny-start-pa-ledelse/