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The Truth About Motivating Employees

The Truth About Motivating Employees

Update: 2025-02-26
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Description

What really motivates people at work? Is it money, recognition, or something deeper? In this episode, Kristen unpacks three of the most influential motivation theories that can transform how you lead your team. Mike adds his real-world perspective as they explore why fear can be a powerful motivator, why a raise alone won't keep your employees engaged long-term, and how trust plays a crucial role in whether your team will go the extra mile. Whether you're struggling with unmotivated team members or want to create a more energized workplace, this conversation offers practical insights that go beyond standard motivational tactics.

Highlights:

  • Maslow's Hierarchy of Needs and how it applies to workplace motivation
  • The surprising truth about salary's limited impact on long-term motivation according to Herzberg's Two Factor Theory
  • Why company policies, supervision, and work conditions can prevent dissatisfaction but won't actively motivate employees
  • How expectancy theory explains why the same rewards don't motivate everyone equally
  • Mike’s perspective on why some generations appear less motivated in traditional workplace settings
  • The critical connection between trust and motivation - why employees need to believe promises will be kept
  • Practical leadership strategies for creating a motivating environment that addresses all aspects of employee needs
  • Why discipline might be more reliable than motivation according to Jocko Willink's philosophy

Links & Resources Mentioned:

Podcast Website: www.loveandleadershippod.com
Instagram: @loveleaderpod

Follow us on LinkedIn!
Kristen: https://www.linkedin.com/in/kristenbsharkey/
Mike: https://www.linkedin.com/in/michael-s-364970111/

Learn more about Kristen's leadership coaching and facilitation services: http://www.emboldify.com

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The Truth About Motivating Employees

The Truth About Motivating Employees

Kristen Brun Sharkey and Mike Sharkey