According to Keith Ferrazzi, “…It’s the smart leaders that realize that what motivates them doesn’t necessarily fire up the troops. The smart ones also understand that carrot-and-stick ways of ‘motivating’ people are so ‘last century’ for most of today’s workforce. The critical puzzle piece is a personal connection to the change.”

In this article, Ferrazzi connects the dots on what motivates people to change and arranges them in a neat stack with a bow on top. Leaders would be wise to accept his gift and heed what he is saying. It doesn’t get much clearer than this.

Ferrazzi confirms that money doesn’t necessarily motivate people. “In jobs that require conceptual abilities and high-level thinking — that is to say, most 21st-century jobs — researchers found that monetary incentives had little impact on performance.” And “an intellectual understanding of the larger value, or ‘purpose,’ of a change initiative” may not be enough, either.

“In dozens of client engagements, we have found that no matter how loyal your employees are, or how much pride they have in the company, they won’t be motivated to change just for the company’s sake. For your employees to be engaged, they need to see how they can realize their own goals through the collective change the company wants to make. That’s why effective change efforts focus on getting people to ‘feel’ the need for the change. Personal motivation always leads the desire to change,” says Ferrazzi.

We, in change management, call it the WIIFM (What’s In It For Me?). To be successful at change leadership, leaders need to find the WIIFM for their workers.

The personal approach doesn’t work just for workers. Leaders need to make it personal, also. “Long-term, sustained change demands that leaders lead by example and demonstrate unprecedented humility, vulnerability and candor about their own personal shortcomings and goals,” Ferrazzi concludes.

Yes, change is personal. It’s up to you.

Contact us and we can help you personalize your approach to business change.        

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