The carrot versus the stick is a powerful analogy of the type of tools which many leaders still use when attempting to improve motivation. What is the best way to motivate employees to behave, or deliver, certain aspects of their jobs. But does this really work and which is better – the carrot? the stick? or neither because there is a better way of motivating people . . . ?
The Psychology of Motivation
The carrot-and-stick approach is based on behavioural psychology developed by B.F. Skinner (Skinner, 1953) and I. Pavlov (Pavlov, 1903) which focused on conditioning, rewards and punishments, which many of us will remember from school – think the of the Pavlov dogs working to gain treat or avoid punishment, or the rats in the maze gaining food when successful. However, in recent years the complexity of motivation, humans and the environments people work in has led to these theories being seen as outdated, limited and even-counterproductive – especially in the work environment.
Think about it – how many times has someone been disciplined at work, or faced a disciplinary process, and come out the other side positively behaving in the way which was desired? In our experience, less than 0.01%. Research says the same (Rollinson et al., 1997).
How Punishment or Avoidance Motivation Can Be Detrimental
The threat of the ‘stick’ can lead to employees undertaking behaviours which may have unintended consequences.
For example, people who are avoiding something bad (e.g. a reprimand, job loss or failure) can often go to extremes to avoid this. Many sickness absences, which also costs businesses resources, time and productivity can be linked to avoidance. In fact, the threat of a stick at work can create fear, stress and at times the desired compliance.
However, the costs of the compliance needs to be understood. For example, in workplaces the threat of the stick may lead to box-ticking, withholding information, burnout and pushing any resistance underground. Over time it can also reduce psychological safety and intrinsic motivation.
In short, whilst using a stick can deliver short-term compliance it may, in turn, reduce commitment. So it needs to be used consistently, fairly, transparently and sparingly.
How Positive Reward Motivation Can Actually Reduce Motivation
On the flipside, the promise of something positive, a reward or a bonus can extrinsically motivate employees to behave in the desired way, or deliver the desired task.
However, whether it is praise, recognition or other rewards this only works for simple, clear tasks and has a finite shelf life.
The type of positive reward, or carrot offered, also needs to suit the individual.
However, for some tasks (such as creativity, innovation or leadership) positive rewards and reinforcement can actually reduce motivation as people become more focused on justifying their actions, focusing on the reward, they stop valuing the skill, behaviour or task itself.
Again this can lead to box-ticking, burnout and over focus with other positive behaviours going underground.
Why Leaders Need Psychology To Utilise The Right Tool
The reason these basic theories and tools don’t work is because:
- They assume that people are passive, that they need controlling, but this is most not the case
- They create short-term, surface compliance but not long-term change as the behaviour disappears once pressure is removed
- Creativity, collaboration and risk-taking can be stifled due to the pressure to “play it safe” to gain rewards or avoid punishments.
- They make learning from mistakes more unlikely, as this is something which needs to be promoted, championed and role modelled, which is difficult in a reward vs punishment culture
So What Can Psychology Teach Us About Motivation?
The first is that there is no one-size fits all. And that every tool, technique or option selected will have short-term, long-term, intended versus unintended consequences.
What actually motivates people at work is extremely complicated. Sometimes having a good night’s sleep can increase motivation, whereas for others it could be working with people or having space to work alone. But to provide an alternative to the carrot and stick it is vital leaders focus on the intrinsic drivers people have. Reward versus punishment is extrinsic. In contrast, intrinsic motivations are driven from within us. These include, but are not limited too:
1. Purpose
People are driven by what really matters to them, and/or others. Think of children. When they have a purpose and know what they are doing matters then they are motivated to keep doing what they are doing. The same is true in the workplace.
Simon Sinek famously outlined the importance of purpose, and finding your why, at an organisation level (Sinek, 2009). More recently, his book ‘Finding Your Why’ focuses on individual purpose which can be helpful for some individuals. Yet be warned, handing out this book to your team is NOT the answer. For many, this can be too much too soon. Instead, focus on the individuals, use coaching and active listening to really understand them.
Purpose should not be forced or coerced, it is about self-reflection and self-awareness but as a skilled leader your job is to uncover this for your people – reaching them on their level (not yours).
2. Autonomy
There is a myth going around that people hate change.
This is not true. In reality, people love change e.g. new hairstyles, new houses, different place for holidays, new clothes but they like change when they choose it.
When change is forced on someone they tend to resist. This is why autonomy is so crucial in motivating people at work.
Allowing people to have a say in what they are doing, how they are doing it and allowing them to use their own mind and thoughts to solve problems, is critical to ensure buy-in, commitment and motivation at an intrinsic level.
Leaders have a role in providing guardrails to ensure employees have a plan (direction & purpose), and that they are in control of their own destiny, with the tools and resources to be successful.
3. Mastery
People always like to improve.
Think about how competitive people are, especially children. Many of us, to differing degrees, have a competitive streak. It is that sense of improvement, getting better, developing, learning more or growing which helps ensure we keep doing what we are doing, and improving.
Individuals who get stuck in jobs where there is no room to improve, where suggestions no matter how good they are, are rejected and where status-quo is everything, can be extremely detrimental to our health and well-being.
People are motivated by seeing, feeling, hearing and getting external feedback on how they are improving and growing. This keeps us motivated. How often have you moved jobs or companies because you felt you were stuck? Or going nowhere?
4. Belonging
People need to belong.
It is an innate need for all humans built from our primal survival instincts. Because humans who didn’t work with others, or belong to a group, did not survive.
This need to belong may vary, and can be met through friendships, work or other activities but feeling like you don’t belong, can quickly demotivate people in the workplace. Every leader has a responsibility to ensure that all employees see, think and feel that they are part of something. It is fundamental to ensuring people are deeply motivated at work. Motivation also fosters collaboration, innovation and improves people’s health and wellbeing. Diversity has been shown to add value to organisations, but only when people feel included and that they really belong.
5. Trust
Trust is a fundamental element which all leaders need to cultivate with their employees, teams, peers and organisations.
Delivering 1-4 helps with this but ultimately if leaders can’t be trusted then motivation will dissipate.
Trust is discussed in another article we recently published, however, motivation is all about connection, purpose and trust.
How often have you been let down at work? Or someone has promised they will deliver and this hasn’t happened?
Creating trust is multifaceted as people need to be capable, willing, able, consistent as well as really care about each other to build and maintain trust.
What Next?
Forget the carrots. Ditch the stick. At Think Organisation we help leaders create cultures people want to be part of – not ones they fear or tolerate because they have no choice.
We help everyone in your organisation think differently, so contact us today to know more. If you are ready to move beyond compliance and gain real commitment from your employees then reach out to us today.
