8. October 2022

Total Motivation Factor (ToMo)

Harnessing motivation is key in any transformation. An insightful way to make this more measurable and manageable is the ‘Total Motivation’ (ToMo) factor.

It was developed by N. Doshi and L. McGregor, and introduced in their book ‘Primed to Perform’. Basically, they identified that high scores on three ‘direct motivator’ factors enhance overall motivation, but that high scores of ‘indirect motivators’ actually reduce motivation in the long run, which is contrary to some common beliefs.

The three direct motivators which positively enhance motivation are:

  1. Play. The greatest motivator is the enjoyment of the actual tasks one has to do in one’s job. So when you see work as play, people are more motivated. How can you make your work more playful?

  2. Purpose. When you do something because you value the outcome and effect of the work, even if the work itself is not that enjoyable. It can be challenging, but when you feel like you are helping others, for example, it’s motivating.

  3. Potential. This is when you do a task more for an indirect result. For example, it can lead to a desired promotion.

    But what about the more depressing indirect factors?

  4. Emotional pressure. This is the motive to do something, e.g. because one is being pressured by others, or how to live up to certain expectations of others. There is an element of being judged, such as ‘have to‘, ‘ought to‘.

  5. Economic pressure. This is when one does something to get a reward or avoid a punishment/loss. For example, one works to avoid losing one’s salary.

  6. Inertia. This is because even though you do not like the work, you just keep doing it because you have always done it, even though you lost track of why you are doing it.

How is your score? How much are you driven by the direct and/or indirect motives? What are your best practices to harness high motivation?

The Power of Co-Elevation

In a transformation, it is key to create high-performing teams that cut across reporting line structures. In this context, I very much like Keith Ferrazzi’s

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