Motivation

Motivation is the basis for good work and successful collaboration. Without motivation, nobody has the inner ambition to lift a finger. Nevertheless, motivation is not just a blunt drive: it can be understood and generated in different ways. In the following, I would like to introduce three basic types of motivation and explain why they play a major role in our working lives and in our dealings with one another.

Pressure motivation (away-from motivation)

One of the most common forms of motivation is the so-called pressure or ‘away-from’ motivation. This is a drive that is based on negative feelings and is triggered by the avoidance of unpleasant consequences. A classic example is the annual tax return: hardly anyone looks forward to it, but if we don’t submit it, we face the threat of problems with the tax office.

This form of motivation often leads to people only doing something because they are afraid of sanctions or trouble. Sometimes this external pressure can bring success, but it is not usually an effective means of creating a healthy work culture in the long term. People find constant pressure stressful and easily develop defensive attitudes (‘Go it alone!’) or even defiant behaviour. In teams in particular, teamwork can suffer under such pressure because no one is voluntarily committed and everyone just does the minimum.

Pull motivation (towards motivation)

In contrast to pressure motivation is pull or ‘towards’ motivation. Here, the focus is on the prospect of a positive result that you absolutely want to achieve. The idea of achieving a worthwhile goal or reward usually generates productive energy. For example, someone may think while working: ‘If I successfully complete this project, I can look forward to a great sense of achievement, recognition or a bonus.’

Pull motivation is strengthened by a clear image in the mind. If you vividly imagine how good the achieved state will feel, you can often mobilise undreamt-of strength. This is precisely why it is also a popular tool in employee appraisals: With a motivating goal in mind - be it further training, a new role or a personal growth project - employees can flourish because they know what they are working hard for.

Habit (The supreme discipline)

While pressure and pull motivation depend on external or internal impulses, habit is characterised by the fact that it literally automates the drive. If you do something regularly without giving it much thought, you release very little conscious energy but feel secure and stable. Everyone knows this phenomenon from brushing their teeth: We hardly question our morning hygiene and don’t ‘cost’ any extra willpower in doing it - it’s simply part of everyday life.

A good balance between habit, pull and pressure is particularly helpful in working environments. Routines and fixed processes create security and stability, but often also allow us to free up resources for creative or challenging tasks. The important thing is that these habits do not lead to mental inertia. Sometimes we have to consciously question and adapt habits so that they remain meaningful and motivate us instead of restricting us.

Individual motivational building blocks

Beyond these three basic pillars of motivation, there are countless factors that drive us. Each person has their own ranking of these building blocks, and some motives can even be mutually exclusive. For example, those who value variety and change often find too much security boring. Here is a selection of possible aspects that influence our motivation:

• Change: The desire for constant progress and new challenges.
• Curiosity: Curiosity and the urge for growth and new insights.
• Freedom: Autonomy, working independently and freedom of choice.
• Status: The appreciation of a particular role or position.
• Influence/Power: The need to control or help shape things.
• Order: Clarity and structure are extremely important to some in order to feel comfortable.
• Ideals/values: The need to live out personal beliefs (e.g. sustainability).
• Meaning: The sense that one’s work fulfils a deeper purpose.
• Sustainability: Acting with consideration for the environment and society.
• Fairness: Justice and equal treatment on the job and in teams.
• Quality: The drive to get things done thoroughly and to a high standard.
• Security: The need for stability, planning and risk minimisation.
• Cohesion: Team spirit, collegiality and acting together.

It is worth regularly reflecting on which of these aspects you feel are strong or weak. This allows you to better understand both your personal decisions and your collaboration with others.

‘Catch him at being good’

In many companies and teams, people are quick to criticise when things go wrong. However, it can make an incredibly big difference to appreciate people even when things are going well. This principle is often paraphrased with the phrase ‘Catch him at being good’: Look out for positive achievements and actively praise them instead of just waiting for mistakes.

Those who feel seen and recognised are more likely to enjoy their work and identify with what they do. Conversely, a lack of appreciation - even for small things - can gradually undermine motivation. That’s why it’s worth specifically addressing even small advances, saying an honest thank you or giving praise when someone has done something particularly well.

One thing is certain: where motivation is effective, people can develop their abilities. Whether pressure, pull, habit or a fine mixture of all of these - the decisive factor is that we understand what motivates us and others. Then we can create the right framework conditions and support each other to work on a common cause with motivation and joy.