Drive: The Surprising Truth About What Motivates Us - ISBN:1594488843

Drive: The Surprising Truth About What Motivates Us

Date: 14 April 2011, 03:03

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Daniel Pink's new book follows well in the tradition of "A Whole New Mind," as he picks up on a new trend and explains it well. This time it's the apparent paradox of motivation - why do some people like Google pay their staff to regularly work on projects of their own choosing when they could be working hard on what they were hired to do?
Pink shows that there has always been monetary motivation, but that has lost its attractiveness as we've moved from the "top-down" management system to the more heuristic style (workers being free to decide how to do their jobs). He points out that repetitive jobs lend themselves more to traditional rewards, whereas money doesn't seem to motivate innovation.
I used to work for a major corporation (which we'll call "EMC," because that is their name). Pretty much everyone I met had responsibility for something, to the degree that supervisors were enablers - you went to them and told them what to do. Supervisors could (and sometimes did) give you reasons why not, but they weren't about to come into your cubicle and micromanage you. And the wider your responsibility, the harder you worked.
This system was totally unlike anything I'd come across before. Most businesses would act as though their employees couldn't be trusted. And although I was looking behind me nervously, I shone in this environment, and now I realized that's what they wanted from me.
Pink mentions Maslow's Hierarchy of Needs (if that's new to you, look it up on Wikipedia), and I think he is right that now that there's a relatively well-paid group of workers, they can ask for something more than basic salary. As Pink puts it, we need to feel that the work we do is worthwhile, and thus we move to the top of Maslow's pyramid and realize esteem and self-actualization.
Hopefully you will have recognized some of the tenets of your organization. However, I think it's unlikely that all Pink's principles will have been adopted, so get this book now. It gives you a great deal to think about, and in the last section, Pink quotes people that have influenced his thinking.
Whether you run a company or see yourself as "just an employee," you need to read this. It shows pretty much everything to know about what will drive you or your staff to much better performance. It involves more than having an employee of the week, and you may find that if you work in a place that doesn't use these principles you may have to change jobs. But it will be worth it.

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