How do ability and motivation relate to performance? And how can you use this relationship to foster improvement? Learn how to diagnose and improve performance concerns, how to utilize intrinsic motivators, and how those relate to Dan Pink\'s "Drive" framework.

1. Employee of the Month
Abraham Maslow
Leon Festinger
Frederick Herzberg
Edward Deci
Performance
Douglas McGregor
Management
Daniel Larsen
Ability, Motivation, and Getting the
Performance You’re Looking For

2. Input/Output

3. Input and Output
Traditional theory holds that harder
work leads to better performance.

4. Input and Output
Hard Work

5. Input and Output
Good
Performance

6. Input and Output
But that theory
creates a problem.

7. Input and Output
Poor
Performance
If managers see poor
performance come out…

8. Input and Output
They assume poor
Poor Work work went in…

9. Input and Output
It’s not that simple, and that
thinking can lead to
solutions that cause more
harm than good.

10. Input and Output
Motivation
Aptitude
Good
Performance
Reality looks
more like this.

11. The Performance
Diagnosis Model

12. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Salience

13. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
This framework can help us
Salience
diagnose problems and
create meaningful solutions.

14. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? Salience

15. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? If not, then there’s a Salience
perception problem.

16. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs You can’t fix the root
to be improved? problem until you fix Salience
the perception.

17. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? It would be futile Salience
to continue.

18. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Then, we look at
Salience
ability and motivation.

19. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Does the problem stem
from
inadequate ability? Salience

20. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Does the problem stem
from
inadequate motivation? Salience

21. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Once you determine the root cause to
Salience
be either ability or motivation, you can
move on to a deeper diagnosis.

22. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate resources?
Salience

23. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate training?
Salience

24. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate aptitude?
Salience

25. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due
to poorly understood or
unmotivating expectations? Salience

26. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due to
rewards not being linked to
performance, or being unfair? Salience

27. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due
to unsalient rewards?
Salience

28. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Once you get to the root
Salience
cause, then you can start
working on solutions.

29. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Keep in mind we’ll just be covering
Salience
solutions in brief. In reality, each could
be it’s own detailed presentation.

30. Enhancing
Ability

32. Enhancing Ability
Resources Training Aptitude
To enhance ability,
use the “Five R’s”.

33. Enhancing Ability
Resources Training Aptitude
To get the most out of them,
use them in this order.

34. Enhancing Ability
Resources Training Aptitude
Resupply
Provide the resources
the person needs.

35. Enhancing Ability
Resources Training Aptitude
Retrain
Help the person develop
the skills they need.

36. Enhancing Ability
Resources Training Aptitude
Refit Reassign
Align the person’s responsibilities
with their capabilities…

37. Enhancing Ability
Resources Training Aptitude
Refit Reassign
…or find a position that
suits their capabilities.

38. Enhancing Ability
Resources Training Aptitude
If none of the first four R’s work, and the
issue is indeed with ability, then
Release unfortunately it’s time to let them find an
opportunity where they can succeed.

39. Enhancing Ability
Resources Training Aptitude
Release Somewhere else.

40. Enhancing Ability
Resources Training Aptitude
Fired!
Release

41. Enhancing Ability
Resources Training Aptitude
I prefer “managed out
Release of the organization…”

42. Enhancing
Motivation

43. Enhancing Motivation
Expectations Incentives Salience
Set
SMART Feedback
Goals
SMART goals and feedback can
clarify expectations. Make sure to
use two-way communication when
setting goals and giving feedback.

44. Enhancing Motivation
Expectations Incentives Salience
Linked,
Fair
Rewards
Provide incentives, and
make sure that they are fair
and linked to performance.

45. Enhancing Motivation
Expectations Incentives Salience
Rewards
that
Matter
Provide meaningful
rewards that matter.

46. Enhancing Motivation
Expectations Incentives Salience
Rewards
that
Matter
But what kind of
rewards really matter?

47. Enhancing Motivation
Expectations Incentives Salience
Imagine you work
in a library…

48. Enhancing Motivation
Expectations Incentives Salience
…and you want to motivate your
employees to find misplaced books
and put them where they belong.

49. Enhancing Motivation
Expectations Incentives Salience
You have the idea…

50. Enhancing Motivation
Expectations Incentives Salience
…the brilliant idea…

51. Enhancing Motivation
Expectations Incentives Salience
…to hide lollipops in random places,
thinking that this will motivate employees
to look for misplaced books…

52. Enhancing Motivation
Expectations Incentives Salience
…only to realize…

53. Enhancing Motivation
Expectations Incentives Salience
Ain’t no one cares
about lollipops.

54. Enhancing Motivation
Expectations Incentives Salience
That’s “salience” - making
sure rewards are meaningful.

55. Enhancing Motivation
Expectations Incentives Salience
But if lollipops aren’t
salient, what is?!?!

56. Intrinsic and
Extrinsic

57. Intrinsic and Extrinsic
There are two basic
kinds of motivators.

58. Intrinsic and Extrinsic
Extrinsic motivators are based
on actions taken by another –
money, feedback, awards, etc.

59. Intrinsic and Extrinsic

60. Intrinsic and Extrinsic
Intrinsic motivators are self-
administered, and include things like
satisfaction from a job well done.

61. Intrinsic and Extrinsic
Because they are self-administered
they are much more direct, and thus
much more powerful.

62. Intrinsic and Extrinsic
There are many needs
theories out there…

63. Intrinsic and Extrinsic
Maslow’s Hierarchy
of Needs.

64. Intrinsic and Extrinsic
Herzberg’s Two-
Factor Model.

65. Intrinsic and Extrinsic
McGregor’s Theory
X and Theory Y.

66. Intrinsic and Extrinsic
Lewin’s Force
Field Theory.

67. Intrinsic and Extrinsic
Locke’s Goal
Theory.

68. Intrinsic and Extrinsic
Vroom’s Expectancy
Theory.

69. Intrinsic and Extrinsic
Taylor’s Scientific
Management.

70. Intrinsic and Extrinsic
That’s not a
very good one.

71. Intrinsic and Extrinsic
McClelland’s Learned
Needs Theory.

72. Intrinsic and Extrinsic
To name a few.

73. Intrinsic and Extrinsic
We’re going to look
briefly at another theory,
presented by Dan Pink…

74. Intrinsic and Extrinsic
…and see how it relates
to intrinsic motivation.

75. Intrinsic and Extrinsic
Those who are familiar with other
theories should be able to see how
it fits into those frameworks.

76. Motivation 3.0

77. Dan Pink’s Drive Theory
Pink analogizes that the
world is like a computer,
running on a motivation OS.

78. Dan Pink’s Drive Theory

79. Dan Pink’s Drive Theory
Back in the early days of the
world, we ran on Motivation 1.0
Motivation 1.0
Four F’s

80. Dan Pink’s Drive Theory
This OS was based on
biological needs, like the 4 F’s.
Motivation 1.0
Four F’s

81. Dan Pink’s Drive Theory
Feeding, Fighting,
Fleeing, and Mating.
Motivation 1.0
Four F’s

82. Dan Pink’s Drive Theory
Ha
Motivation 1.0
Four F’s

83. Dan Pink’s Drive Theory
But we grew civilized, formed
societies, and added rewards
and punishments to the equation.

84. Dan Pink’s Drive Theory
Enter Motivation 2.0
- carrots and sticks.

85. Dan Pink’s Drive Theory
(Rewards and punishments)

86. Dan Pink’s Drive Theory
But Pink argues that in our day and
age, using only carrots (rewards) and
sticks (punishments) is outdated.

87. Dan Pink’s Drive Theory
We need Motivation 3.0

88. Dan Pink’s Drive Theory
And just to review
why we’re interested
in Motivation 3.0…

89. Dan Pink’s Drive Theory Salience
People need salient rewards
to be motivated, and the most
salient rewards are intrinsic.

90. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Motivation 3.0 suggests
three specific types of
intrinsic rewards.

91. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Task – What
Time – When
Technique – How
Team – With whom
Accountability
Complete autonomy, and a ROWE (results
only work environment) may be hard, but
giving people increasing control over their
decisions, and holding them accountable
to their choices, is certainly possible.

92. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
A Pain
A Mindset
An Asymptote
Mastery won’t be achieved overnight, but
helping people to work towards it will help
them find fulfillment and remain engaged.

93. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Being part of
something
BIGGER
than yourself
While “profit maximization” is important,
“purpose maximization” is become more
and more important for individuals as well.

94. What Now?

95. Use the performance diagnosis model as
a way to deal with performance issues.
Ability problems are fairly straightforward.
Motivation problems can be trickier.

96. Task Time Technique Team
A good start to enhancing motivation is
to start by increasing autonomy. Use
Pink’s framework as a springboard…

97. Task Time Technique Team
? ? ? ?
…to brainstorm areas where
decision-making power could
be delegated down to others.

98. Conclusion

99. The Input/Output model is inaccurate
Good performance is dependent on ability and motivation
The Performance Diagnosis Model helps create effective solutions
Ability is a function of supply, training, and aptitude
Motivation is a function of expectations, incentive, and salience
Enhance ability with the Five R’s
Resort to termination only as a last resort when other efforts fail
Enhance motivation through thoughtful and meaningful incentives
Intrinsic rewards are much more powerful than extrinsic rewards
Motivation 2.0 (carrots and sticks) is outdated in the modern age
Motivation 3.0 can harness the power of intrinsic rewards
Motivation 3.0 includes autonomy, mastery, and purpose

100. Employee of the Month
Abraham Maslow
Leon Festinger
Frederick Herzberg
Edward Deci
Performance
Douglas McGregor
Management
Daniel Larsen
Ability, Motivation, and Getting the
Performance You’re Looking For
Daniel Larsen - http://www.linkedin.com/pub/daniel-larsen/19/8b8/910