Jennifer E. Walls

In a previous post of mine talking about employee engagement and disengagement, I cited both a reason for engagement and disengagement that had to do with intrinsic or extrinsic motivation. For purposes of that post I opted not to go into detail, however I still wanted to provide deeper insight on what exactly the role each of these motivation types play-particularly when it comes to leading and managing change within an organization, whether a large corporation, a small local business, or a three person band. Especially because regardless of the change’s size and type, how the people that make up the organization feel about the shift can make or break the outcome.

Intrinsic vs. Extrinsic – What’s The Difference?

Intrinsic motivation comes from internal rewards. People who are intrinsically motivated do something because they find the action personally rewarding or satisfying. In change initiatives, intrinsic motivation can show up in times when members feel:

• A genuine connection to the purpose of the change.
• Their contributions to the change are meaningful and valued.
• Pride in their growth and development through the change process.

Extrinsic motivation ,on the other hand, is driven by external rewards factors. Extrinsically motivated individuals don’t necessarily do something because the action satisfies them personally or emotionally, but because they are receiving something in exchange for the action that is motivating them to take it. Extrinsic motivators can include, but are not limited to:

• Public recognition for contributions to the initiative.
• Opportunities for advancement or influence.
• Clear, tangible incentives such as financial compensation, PTO, etc.

The Balancing Act

One of the key challenges of motivating organizational participants to participate within the change, for its entire duration, is making sure that neither intrinsic nor extrinsic motivators dominate at the expense of the other. Too much focus on internal fulfillment without external support and reward can lead to burnout, while too much focus on external reward may lead to disengagement when the rewards no longer feel worth it. 

To engage employees effectively in change, and ensure that this delicate act is supported, leaders should ensure three things.

1. Autonomy is supported – people feel and are trusted to make decisions.
2. Mastery is encouraged – people are challenged and supported to grow. 
3. Purpose is communicated – people understand why the change matters, and what the outcomes of the change will be.

Implementation 

If you’re planning or managing a change, ask yourself the following three questions.

1. What’s motivating your team right now?
2. Is that motivation rooted in personal connection, external reward, or both?
3. Are you unintentionally over-relying on one and ignoring the other?
   

Taking time to assess and align motivation is a small but critical step in ensuring that your change isn’t just implemented, but embraced and given the best chance for success and sustainability it can be given.