Jim Collins, the world-famous management guru, has famously said, “If you have the right people on your bus, you don’t need to worry about motivating them.” A friend once asked me, “Does this mean that employee motivation programs are useless?” It might seem so—after all, if recruitment could ensure a team of self-starters, the need for external motivation might appear redundant. It sounds like a cost-saving masterstroke. But is it as simple as that?
While there is wisdom in Jim Collins’ assertion, it’s far from the whole story.
Recruitment: The Starting Point
The recruitment process often focuses on qualifications and experience, leaving motivation overlooked. Yet, research consistently shows that energy and intrinsic motivation are key predictors of performance. High motivation is often a more reliable indicator of future success than technical expertise. But here lies the challenge: identifying genuinely motivated individuals during recruitment is no easy task. Candidates typically present themselves as enthusiastic, and excelling in interviews often reflects interview skills rather than role suitability.
Recruiting motivated people is essential but insufficient. Motivation is not a static trait—it ebbs and flows, influenced by circumstances, management, and personal factors. As Zig Ziglar insightfully observed, “People often say that motivation doesn’t last. Well, neither does bathing—that’s why we recommend it daily.” This comparison highlights the transient nature of motivation and the necessity for regular reinforcement.
Sustaining Motivation: Beyond Recruitment
Even the most driven individuals require support. While self-starters might need less oversight than their less motivated peers, they still benefit from engagement. Regular input from management serves two purposes: it helps maintain high motivation levels and provides a window into their thoughts and challenges. Without this connection, even the best employees can feel neglected, leading them to disengage or seek opportunities elsewhere.
Moreover, top performers are often characterised by their desire for continuous growth and improvement. They thrive on opportunities to stretch their abilities and achieve new heights. By providing meaningful challenges, recognition, and development opportunities, managers can foster a virtuous cycle of motivation and performance. This approach not only drives results but also deepens loyalty, reducing costly turnover.
The Changing Landscape of Motivation
Motivation is not immune to the forces of change. Personal and professional challenges—burnout, lack of recognition, or a diminishing sense of purpose—can sap the drive of even the most motivated individuals. The once high-performing employee may struggle without appropriate support and renewal strategies.
Recent data underscores the critical state of employee engagement. Gallup’s 2024 State of the Global Workplace report reveals that only 10% of UK employees are engaged in their work, indicating that 90% are either not engaged or actively disengaged. This disengagement has significant economic implications, costing the UK over £257 billion annually, nearly equivalent to the cost of running the NHS in 2022.
Motivation as a Partnership
Ultimately, Jim Collins is right to emphasise the importance of hiring motivated individuals. However, believing that this absolves management of responsibility is short-sighted. Just as physical fitness requires consistent effort to maintain, motivation demands continuous care and attention. Managers play a crucial role in nurturing this energy, ensuring it remains a dynamic force that drives individual and organisational success.
The bottom line is clear: while recruiting motivated people is a great start, sustaining motivation is a collaborative endeavour. Management and employees must work together, creating an environment where motivation thrives, performance soars, and both parties achieve their goals. And here, of course, is where the Motivational Map is such a brilliant tool to enable this to happen.