Why Do I Want To Do Better?

What Makes You Want to Do Better?

Many organizations are quick to assume that extrinsic rewards (oftentimes, money) are the only way to get people to take initiative (a form of “Theory X” thinking). Followers of Dr. Deming (and now fans of Daniel Pink and his book Drive: The Surprising Truth About What Motivates Us) realize that people have incredible intrinsic motivation if you don’t squash it, as an organization and leaders.

The biggest thing is that I dislike wasting my time. I want to eliminate the things that waste my time. And that also means I want my time to be as beneficial as possible. Therefore I want to find ways to create more good consistently. It is great to improve the system because then I get to have my effort not just let me be more effective (which lets me create benefits in the future more effectively) but I get to have the benefit I spent my time on multiplied by lots of people being more effective.

The only amount I care about other people noticing is when it helps me do more. Sometimes, it is helpful to get some new idea adopted if those responsible realize that they are benefiting from past improvements (otherwise people often just don't want to change). The incentives others give me for doing better don't matter to me. The one that matters most is letting me broaden the scope at which I work (so I can multiply the benefits I see from my effort).

I also do care about being able to work from home several days a week - and avoid the commute and focus without the distractions at the office.

I strongly believe a manager should focus on eliminating demotivation.

If you create an environment where you are removing the de-motivators and letting people improve the processes you will find people become more satisfied and less frustrated at work.

Are you working harder? And the VIBCO employee responded: "It doesn't feel like I'm working harder. I'm not stressed out. I'm getting more done and there’s a sense of accomplishment."

Related: Stop Demotivating Me! - Stop De-motivating employees - Understanding Psychology: Slogans are Risky Tools