I was talking with a colleague the other day and she mentioned that she wants to learn how to motivate people better. I casually mentioned that she can’t motivate others, she can only motivate herself and the others have to also be self-motivated. She then asked my opinion of all the leadership articles, posters, social media posts, and training people who talk about motivating others. I responded, saying when many leadership trainers talk about motivating, what they are really talking about is inspiring and encouraging other people. While inspiration and motivation are related concepts, the words are often used interchangeably or synonymously, however they have very distinct meanings and characteristics.
While inspiration and motivation are closely related and can work together, inspiration tends to be more emotional and influential on a broader scale, influencing one’s overall perspective, while motivation is often more practical and task-oriented, driving specific actions and achievements. The following chart shows a comparison of inspiration and motivation, using several different focus lenses:
| Focus | Inspiration | Motivation |
| Source: | Often comes from external sources, such as witnessing the achievements or qualities of others, observing beauty in the world, or encountering meaningful ideas. | Can come from both external and internal sources, including external rewards, personal goals, or a desire to fulfill specific needs. |
| Nature: | Tends to be more emotional and evokes a sense of admiration, enthusiasm, or awe. It often involves connecting with something meaningful on a deeper level. | Can be more pragmatic and goal oriented. It involves the drive to achieve a specific outcome, meet a deadline, or attain a reward. |
| Duration: | Can have a more profound and enduring impact, influencing long-term goals, values, or perspectives. | Often involves a more immediate or short-term focus, such as completing a task, reaching a deadline, or achieving a specific objective. |
| Focus: | Focuses on the bigger picture, often influencing a person’s overall outlook on life, their purpose, or their values. | Focuses on specific tasks, goals, or actions. It is the drive that pushes individuals to accomplish particular objectives. |
| Expression: | Can be intangible and may not always have a clear and concrete expression. It might involve a change in perspective or a newfound appreciation for certain ideas or values. | Is often more tangible and observable. It can be seen in actions, behaviors, and efforts made toward achieving a specific goal. |
| Role: | Often plays a role in initiating change or prompting individuals to pursue new directions in their lives. | Fuels the effort and persistence required to achieve specific outcomes or complete tasks. |
Then my friend asked, “Then what do I really need to do to motivate someone?”
Motivating someone involves inspiring and encouraging them to act (or not take action), pursue goals, or achieve specific outcomes (Densten, 2002). It’s about presenting or identifying the drive, enthusiasm, and determination needed to initiate and sustain efforts toward a desired objective. Motivation can be both intrinsic (coming from within an individual) and extrinsic (arising from external factors). From the book, The Leadership Challenge (Kouzes & Posner, 2012), there have been four characteristics that have consistently been listed as the most critical characteristics of admired leaders. One of those characteristics is “Inspiring,” but not so much like a “cheerleader” but instead someone who is positive, upbeat, finds the good in situation, and inspires people and leads through adversity.
Some key aspects of motivating someone include stimulating interest; motivation often begins by generating interest in a task, goal, activity, or outcome. This could involve highlighting the importance, benefits, or relevance of the activity. Of course, this also involves setting goals. Establishing clear and achievable goals is a crucial part of motivation. Clearly defined objectives provide individuals with a target to work towards. In the Expectancy Theory of Motivation (Vroom, Lyman, Edward, 2015) assumes that Human beings will choose to engage in behavior (Expectancy) or tasks and activities they believe they can accomplish (Instrumentality), which lead to the rewards (Valence) that they want. We can even measure someone’s level of motivation with tasks using simple mathematics. Sometimes offering challenges and providing tasks that are challenging but achievable can stimulate motivation. A balance between difficulty and attainability encourages growth and persistence. Frequently when we do this exercise in trainings people fail, but then their motivation goes up in the mathematical calculations. When asked about it later they state they became more motivated after a failed attempt.
Another way to help someone become motivated is by providing a sense of purpose. Connecting tasks to a larger purpose or vision can enhance motivation. Understanding the significance of what someone is doing can make the effort more meaningful. In Daniel Pink’s book “Drive: The surprising truth about what motivates us,” he shows how money can actually become a demotivator and people will work better for three things; autonomy (the ability to be self-directed), mastery (the ability to get better at something or to become the best), and purpose, (some higher or important or transcendental reason for doing something).
It is possible to help someone become self-motivated by offering support and resources. By providing the necessary resources, tools, and support can be the help individuals needed. This may help them feel more capable and confident in their ability to achieve their goals. And if they do, then recognizing and celebrating those achievements is critical reinforcement. Acknowledging and celebrating successes, even small ones, reinforces positive behavior and creates a sense of accomplishment. This “pleasurable response” feeling is then something that most people will want to repeat. Because they try to repeat it and may continue to succeed this helps them build confidence. Encouraging and fostering a belief in one’s own abilities is crucial for motivation. Increased confidence can be a powerful driving force.
Another aspect is the environment. Creating a positive and supportive atmosphere can contribute significantly to motivation. This includes both physical and social environments. Likewise, adapting to individual needs and recognizing that different individuals are motivated by varied factors and adjusting your approach accordingly is critically important. What works for one person is not necessarily going to work for another because people are all different when it comes to such things as lived experiences, education, training, values, personality, needs, stage in life, generational influences, physical limitations, etc. Where they are on Maslow’s Hierarchy of Needs (McLeod, 2007), will also play a factor. There are more ways that people are different, so to try to inspire and help them become motivated, you’ll need to know about them and adjust to meet them on their terms.
Encouraging intrinsic motivation is also a way to inspire and encourage. While external rewards and punishments can be motivating, fostering intrinsic motivation (where individuals are motivated by the inherent satisfaction of the activity itself) can lead to more sustained and meaningful efforts. In the Theory of Self-Regulation, people develop the ability to evaluate their own behavior against their own standards and apply their own consequences – thereby regulating their own behavior (Bandura, 1991). With these kinds of people, you will not usually be able to offer any rewards or punishments better and worse than what they give themselves.
Motivating others is not a one-size-fits-all process either. Because people have to find and sustain their own motivation, effective attempts often involve understanding the unique needs, preferences, goals, aspirations, knowledge, skills, abilities of individuals and tailoring the approach accordingly. Whether in a professional setting, educational context, or in personal relationships, a person’s motivation plays a crucial role in driving positive behavior and outcomes.
The Real Role in Motivation Other People:
So, if you really want to play a role in the motivation of other people, remember you first need to inspire and encourage because motivation is a complex and multifaceted concept, and individuals can be self-motivated by countless factors. There are some specific actions you can take to help people become self-motivated, the first is to lead by example. This means to practice and demonstrate the behavior, work ethic, and attitude you want to see in others. By practicing the behaviors you say you want others to practice, then your words and your actions become congruent and begin to create a pattern of behavior that you want within the organization or culture. Being a positive example can inspire and motivate those around you. At the same time provide encouragement. Offer words of encouragement and support. Acknowledge the efforts and achievements of others, even if they are small. Positive feedback can boost confidence and motivation.
Set expectations and clearly communicate expectations and goals. When people understand what is expected of them and the purpose behind their tasks, they are more likely to be motivated to meet those expectations. By doing this and also creating a positive environment it is possible to foster a positive and supportive workplace or social environment. A positive atmosphere can help encourage and enhance motivation and productivity.
Acknowledge and reward achievements. Recognition, whether through verbal praise, awards, or other forms of acknowledgment, can inspire, encourage and motivate individuals to continue putting in effort and inspire others to attempt to match that effort. This helps organizations to provide opportunities for growth and support individuals in their professional or personal development. Offering opportunities for learning and growth can be a powerful motivator. Learning at work and feeling that they are developing new skills is crucially important to employees of all generations. Ninety-seven percent of all respondents in Deal’s research study reported that it was important for them to learn on the job. (Deal, 2007)
Encourage and foster a sense of teamwork and collaboration. Working together toward common goals can create a shared sense of purpose and motivation. It is also one of the strategies to help build cohesion in groups so be empathetic. Understand the needs and concerns of others. Showing empathy and being responsive to individual needs can create a supportive environment that encourages motivation. Another strategy is to facilitate autonomy. Allow individuals a degree of autonomy and control over their work or tasks. People are often more motivated when they feel a sense of ownership and responsibility.
Provide constructive feedback. That doesn’t mean that you praise or reward poor performance. Offer feedback that is constructive, fact-based, and focused on improvement. Constructive criticism (critique), when delivered in a supportive, clear, organized manner, can encourage, correct, redirect and motivate individuals to strive for better results.
It’s important to note that different individuals may be motivated by distinct factors. Therefore, understanding the unique needs and preferences of those you are trying to inspire, encourage and help them become self-motivated can enhance your effectiveness in this role. Lastly, while you can influence, inspire and encourage others, it’s ultimately up to each individual to find and sustain their own motivation.
Author(s): Dr. Chris Fuzie
Board Insights | Open Source
Published Online: 2023 Nov – All Rights Reserved.
APA Citation: Fuzie, C. (2023, Nov 23). Why You Can’t Motivate People – They have to Motivate Themselves. The Journal of Leaderology and Applied Leadership. https://jala.nlainfo.org/why-you-cant-motivate-people-they-have-to-motivate-themselves/
References:
Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational behavior and human decision processes, 50(2), 248-287.
Deal, J. (2007), Center for Creative Leadership, http://www.ccl.org/leadership/update/2007/FEBgap.aspx, Updated in 2011
Densten, I. L. (2002). Clarifying inspirational motivation and its relationship to extra effort. Leadership & Organization Development Journal, 23(1), 40-44.
Kouzes, J., Posner, B. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed), San Francisco, Jossey-Bass
McLeod, S. (2007). Maslow’s hierarchy of needs. Simply psychology, 1(1-18).
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Penguin.
Vroom, V., Porter, L., & Lawler, E. (2015). Expectancy theories. In Organizational Behavior 1 (pp. 94-113). Routledge.