AUTHOR: SUSAN FOWLER
Susan Flowler is the founder and CEO of Mojo Moments, an international organization represented by channel partners and strategic alliances who recognize that motivation is at the heart of everything that people do – and everything they don’t do but wish they did.
She is as an expert in motivation, leadership, personal empowerment. She has worked with clients as diverse as Apple, Bayer, Bloomberg, Google, Harley-Davidson, Merril Lynch, Pfizer AkzoNobel, Inspire Software, Moody’s, National Basketball Association, TJ Maxx and Wavertronix. She is also the lead developer with Ken Blanchard.
REVIEW
In her thought-provoking book, “Why Motivating People Doesn’t Work and What Does,” Susan Fowler challenges the conventional wisdom surrounding motivation and presents a refreshing perspective on how to inspire individuals in both personal and professional settings. With a captivating blend of real-life anecdotes, scientific research, and practical strategies, Fowler presents a compelling case against traditional motivation methods while offering a promising alternative.
Fowler begins by debunking the widely accepted belief that motivation is something we do to others, emphasizing that motivation is an intrinsic force that individuals must cultivate within themselves. She argues that traditional carrot-and-stick approaches, including rewards and punishments, fail to tap into the deeper motivations that drive people. Instead, Fowler introduces the concept of optimal motivation, which focuses on three psychological needs: autonomy, relatedness, and competence.
One of the book’s strengths is Fowler’s ability to connect theory with real-world examples, making the concepts accessible and relatable. She shares personal stories, as well as case studies from various industries, to illustrate the detrimental effects of extrinsic motivation and the power of intrinsic drive. These anecdotes effectively highlight the limitations of outdated motivation techniques and invite readers to question their own approaches.
Fowler’s writing style is engaging and conversational, making the book an enjoyable and informative read. She seamlessly weaves scientific research into her arguments, providing credibility to her claims without overwhelming the reader with technical jargon. Furthermore, the book is well-structured, with clear sections and summaries that aid in understanding and retention.
The author’s alternative approach to motivation is the highlight of the book. By focusing on autonomy, relatedness, and competence, Fowler advocates for creating environments that nurture intrinsic motivation. She provides practical strategies and tools that leaders, managers, and individuals can implement to foster these essential psychological needs. Whether it’s encouraging autonomy through empowering decision-making or fostering relatedness through meaningful connections, Fowler offers actionable advice that can transform the way we motivate ourselves and others.
In conclusion, “Why Motivating People Doesn’t Work and What Does” is a compelling and eye-opening read that challenges conventional wisdom on motivation. Susan Fowler’s research-backed insights and practical strategies provide an alternative approach that empowers individuals to tap into their intrinsic motivation. By focusing on autonomy, relatedness, and competence, Fowler offers a pathway to create environments that inspire individuals to reach their full potential. This book is a valuable resource for leaders, managers, and anyone seeking to understand the true nature of motivation and its transformative power.
