Motivation

Self-determination theory

Edward Deci and Richard Ryan, Intrinsic Motivation and Self-Determination in Human Behavior, 1985. Amazon

Richard Ryan and Edward Deci, "Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being," American Psychologist 55(1), 2000. doi:10.1037/0003-066X.55.1.68

Intrinsic motivation depends on three needs being met: autonomy, competence, and relatedness. Managers rarely create it and frequently destroy it, by micromanaging, withholding feedback, or letting a team dissolve into individuals.

Used in Why I hire for motivation, Run 1-1s.

Drive

Daniel Pink, Drive: The Surprising Truth About What Motivates Us, 2009. Amazon

The popular version of self-determination theory (autonomy, mastery, purpose). Carrot-and-stick incentives work for mechanical tasks and backfire for creative ones. Cite this one in a room; cite Deci and Ryan in a paper.

Used in Why I hire for motivation.

Can't versus won't

Andrew Grove, High Output Management, 1983. Amazon

When a person isn't doing their job, there are only two reasons: they can't (training) or they won't (motivation), and the manager owns the environment for both. Grove also introduces task-relevant maturity: how much direction someone needs depends on their experience with the specific task, not their seniority. Full entry under Trust and accountability.

Used in Handle a performance problem, Most performance problems are design problems, First 90 days.

Two-factor theory

Frederick Herzberg, Bernard Mausner, and Barbara Snyderman, The Motivation to Work, 1959. Amazon

Frederick Herzberg, "One More Time: How Do You Motivate Employees?", Harvard Business Review, 1968. hbr.org

Salary, perks, and working conditions only prevent dissatisfaction. Achievement, recognition, and the work itself create motivation. Most retention spending goes to the first list. The methodology has been criticized, but the distinction holds up in practice.

Used in Why I hire for motivation.

Grit

Angela Duckworth, Grit: The Power of Passion and Perseverance, 2016. Amazon

Angela Duckworth, Christopher Peterson, Michael Matthews, and Dennis Kelly, "Grit: Perseverance and passion for long-term goals," Journal of Personality and Social Psychology 92(6), 2007. doi:10.1037/0022-3514.92.6.1087

Sustained effort toward long-term goals predicts achievement over and above talent. A 2017 meta-analysis (Credé, Tynan, and Harms) found grit overlaps heavily with conscientiousness and is a modest predictor on its own. It's still a hiring criterion here because it's observable in a paid trial in a way that "conscientiousness" isn't.

Used in Hire.

Immunity to change

Robert Kegan and Lisa Laskow Lahey, Immunity to Change, 2009. Amazon

People who sincerely want to change often don't, because the behavior they want to change is protecting a competing commitment they haven't named. The best account I've read of why a senior engineer asks for a lead role and then dodges every chance at one.

Used in Why I hire for motivation.