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How Can Leaders Improve Motivation In Their Workplace Culture?

4 June 2025/in Boardroom, Culture, Leadership/by Sarah Clarke

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years the complexity of motivation, humans and the environments people work in has led to these theories being seen as outdated, limited and even-counterproductive – especially in the work environment.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.

Motivation post it notes. Intrinsic or extrinsic.

More about Motivation

There’s more about Motivation in this Think Organisation Post: Leadership Fundamentals : Psychology, People, Purpose, Plans

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/leadership-fundamentals-psychology-people-purpose-plans/

Inspiration, leaders, leadership, psychology

Leadership Fundamentals: Psychology, People, Purpose, Plans

15 October 2024/in Culture, Leadership, Workplace Psychology/by Sarah Clarke

Leadership is often defined as the ability to inspire, guide, and support a group of people toward achieving a shared vision.

Whether this is in a formal capacity, by title, or informally as others look to someone for direction.

A leader plays a crucial role in the success of any organisation, charity, or business. When we think of leadership, it is often linked to people. Individuals and teams need leaders because the simple truth is that people are the foundation of every organisation.

Understanding what makes people tick, how to guide them, and how to connect with them on a meaningful level is crucial for any leader.

However, beyond just recognising the importance of people, leaders must grasp the deeper elements that bring successful organisations together: purpose, planning, and the psychology which helps leaders understand human behaviour.

Here’s an exploration of the essential “P’s” every leader should understand and how Business Psychologists play a vital role in shaping successful teams.

1. People: The Heart of Leadership

It may seem obvious, but people are the cornerstone of any organisation. Without them, there is no team, no innovation, and no progress. Leaders, whether formal or informal, cannot exist in isolation. Their power and influence only exist in relation to the people they guide and support.

Despite this, we frequently see people being overlooked in the daily grind of business. Human resource (HR) teams, who are tasked with managing and supporting the workforce, are often undervalued, underfunded, and in some cases non-existent. But people management goes beyond just filling out payroll and arranging benefits. It’s about recognising that humans are not always predictable or “structured.” People come with diverse motivations, emotions, and ways of working.

This is where the need for workplace psychologists becomes apparent. Psychologists specialise in understanding human behaviour, emotional well-being, and the dynamics of groups. Having a psychologist within the organisation ensures that people are not just numbers on a page. A psychologist ensures people are supported in ways that enhance their emotional, mental, and professional growth.

Leaders need to prioritise understanding their people, from their unique strengths to the emotional factors that influence their performance. Doing so creates an environment where individuals feel valued, supported, and motivated to contribute meaningfully.

2. Purpose: The Driving Force

A leader without purpose is like a ship without a rudder. Every organisation needs a clear purpose. Watch the famous Simon Sinek – start with why to know more. The purpose (or vision)is what guides an organisation and sets the tone for every decision, project, and team effort. For smaller start-ups or rapidly growing businesses, defining the purpose can sometimes be challenging. Purpose can often evolve over time as an organisation takes shape, it is more than founders. It is the essence, the why of the organisation.

The concept of purpose is not just about having a written mission statement; it is about creating meaning. Employees need to feel like they are working toward something greater than themselves, and leaders must be able to communicate this purpose clearly and consistently. In fact, successful organisations live, breath and orbit around their guiding purpose.

Psychologists understand how purpose influences motivation. Research in organisational psychology shows that employees who understand their role within the larger purpose of an organisation are more engaged, creative, and committed. Leaders who work with psychologists craft an organisational purpose which speaks to employees hearts, and minds, enhancing overall engagement and satisfaction.

3. Planning: Creating A Roadmap To Success

Plans provide structure and direction. They help teams understand the steps needed to achieve goals, whether that is meeting quarterly targets or launching a new product. But here’s where it gets tricky – while plans may offer structure, human beings are rarely as predictable as we’d like them to be. Change, uncertainty, and unexpected challenges can throw off even the best-laid plans.

So what can leaders do? They must embrace flexibility in their planning. Leaders need to plan not only for outcomes but also for the psychological resilience of their teams. Incorporating psychologists into this process can help ensure teams are prepared to handle the inevitable bumps in the road with adaptability and confidence.

Psychologists can help leaders design plans that take into account the emotional and psychological needs of their people. By building resilience into the team’s culture, leaders can ensure that their plans are not just practical but also sustainable in the long term. Creating sustainable, self-regulating cultures which drive success for organisations so everyone benefits.

4. Psychologists: The Missing Ingredient in Leadership

When you mention you’re a psychologist, you often get a range of responses – from curiosity to cautious intrigue. But in the context of business, psychologists play a critical role in shaping how leaders approach the complexities of managing people.

The common belief that humans don’t like change. This is a myth perpetuated in workplaces around the world. In truth, humans are incredibly adaptable, but they need to feel safe, supported, and understood to embrace change effectively. Psychologists are trained to decode the complexities of human behaviour, helping leaders to create environments where people can thrive during transitions and challenges.

From building emotional intelligence to understanding team dynamics and fostering a culture of growth, psychologists equip leaders with the tools they need to manage people more effectively. In a world where workplace cultures are increasingly diverse, complex, and fast-paced, the role of psychology in leadership is more important than ever.

Conclusion

Leadership is about far more than just steering the ship. It’s about recognising that people are at the core of every organisation, understanding the purpose that drives them, and creating plans that take into account not only business goals but also human needs.

As businesses grow and teams become more complex. Involving business psychologists in supporting leaders to manage people, purpose, and planning cannot be overstated especially in the early days of a new business. Bad habits formed as a culture develops can often be the source of the organisational downfalls we see in the news.

In short, every leader needs to know that people come first, purpose drives everything, and psychologists provide the expertise that allows organisations to thrive.

By embracing these P’s, leaders can create not just a successful business but authentic, safe workplaces where people feel valued, understood, and inspired to achieve their full potential.

More about Workplace Psychology

There’s more about Workplace Psychology in this Think Organisation Post: How to Understand Frustration at Work

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/struggling-at-work-heres-how-to-understand-your-frustration/