Primed to Perform

Introduction

In today's fast-paced business world, creating a high-performing company culture is crucial for success. But what exactly motivates employees to perform at their best? Is it just about offering competitive salaries and great perks? Or is there something more fundamental at play?

Neel Doshi's book "Primed to Perform" dives deep into the science of motivation and how it impacts workplace performance. Drawing on over 20 years of business experience and research, Doshi presents a framework for understanding the different types of motivation and how to harness them to build a thriving company culture.

This book summary will explore the key ideas and insights from "Primed to Perform," providing practical strategies for leaders and managers to boost motivation and performance in their organizations. We'll look at the different types of motivation, how to measure and improve company culture, and specific tactics for designing jobs and managing teams to maximize performance.

The Three Types of Direct Motivation

At the heart of Doshi's framework are three types of direct motivation that drive performance:

1. Play

Play motivation occurs when people engage in an activity simply because they enjoy it. It's the most powerful form of motivation because it's directly connected to the work itself. When employees find their work fun, engaging, and intrinsically rewarding, they're more likely to perform at a high level.

Examples of play motivation in the workplace:

• A software developer who loves solving complex coding challenges
• A teacher who gets excited about finding creative ways to explain concepts to students
• A chef who experiments with new flavor combinations just for the joy of it

2. Purpose

Purpose motivation drives people to take action because they value the outcome or impact of their work, even if the process itself isn't always enjoyable. When employees understand and believe in the bigger picture of what their company is trying to achieve, they're more likely to push through challenges and stay committed.

Examples of purpose motivation:

• A nurse who endures long, stressful shifts because they're passionate about helping patients
• An environmental scientist who puts in extra hours researching renewable energy solutions
• A social worker who deals with difficult cases because they want to make a difference in people's lives

3. Potential

Potential motivation occurs when people see their current work as a stepping stone towards future goals or personal growth. While the day-to-day tasks might not be exciting, employees are motivated by the long-term benefits or opportunities that their work can lead to.

Examples of potential motivation:

• An entry-level marketing assistant who takes on extra projects to build skills for a future management role
• A medical resident who pushes through grueling hours of training to become a specialized surgeon
• An entrepreneur who puts in long hours building their startup, envisioning future success and impact

The Dangers of Indirect Motivation

While direct motivations like play, purpose, and potential are positively correlated with performance, Doshi identifies three types of indirect motivation that can actually harm performance:

1. Emotional Pressure

This occurs when emotions like guilt, shame, or fear of disappointment drive someone's actions. While it may lead to short-term compliance, emotional pressure often reduces creativity, risk-taking, and long-term performance.

Examples:

• An employee who stays late at the office out of fear of being seen as lazy
• A salesperson who uses aggressive tactics because they're afraid of missing quota and losing their job
• A student who chooses a career path to please their parents rather than following their own interests

2. Economic Pressure

Economic pressure motivates through external rewards or punishments, like bonuses, promotions, or the threat of being fired. While these can drive short-term results, they often lead to a focus on hitting targets at the expense of innovation and long-term thinking.

Examples:

• A factory worker who rushes to meet quotas, potentially sacrificing quality
• An executive who makes risky decisions to hit quarterly earnings targets
• A teacher who "teaches to the test" rather than focusing on true learning and development

3. Inertia

Inertia is the weakest form of motivation, where people simply go through the motions without any clear reason why. This often leads to disengagement, burnout, and poor performance.

Examples:

• An employee who stays in a job they dislike simply because it's familiar and comfortable
• A manager who continues ineffective practices because "that's how we've always done it"
• A student who pursues a degree without any real passion or career goal in mind

Measuring and Improving Total Motivation (ToMo)

To help organizations assess and improve their motivational culture, Doshi introduces the concept of Total Motivation (ToMo). This is a measure of the balance between direct and indirect motivations within a company.

Calculating ToMo

ToMo can be measured through surveys that ask employees to rate their agreement with statements related to the six types of motivation. The formula weighs the positive impact of direct motivations against the negative impact of indirect motivations:

ToMo = (Play + Purpose + Potential) - (Emotional Pressure + Economic Pressure + Inertia)

A higher ToMo score indicates a more positive motivational environment that's likely to lead to better performance.

Steps to Improve ToMo

1. Measure your current ToMo using surveys or interviews
2. Identify areas where ToMo is most critical (e.g., customer-facing roles, creative departments)
3. Analyze the balance of motivations in these areas
4. Develop strategies to boost direct motivations and reduce indirect motivations
5. Set target ToMo scores for key areas of the business
6. Implement changes and regularly reassess ToMo to track progress

The Impact of ToMo

Research has shown that companies with high ToMo scores tend to outperform their competitors. For example:

• Sales teams with high ToMo generate 28% more revenue on average
• Customer service teams with high ToMo lead to higher customer satisfaction and retention
• Companies with high overall ToMo are more innovative and adaptable to change

Building a High-Performance Culture: The Role of Leadership

Creating a high-ToMo culture starts at the top. Leaders play a crucial role in shaping the motivational environment of their organizations. Here are key strategies for leaders to boost ToMo:

Encouraging Play

• Foster curiosity and experimentation by creating safe spaces for employees to try new ideas
• Celebrate learning and growth, not just results
• Give employees autonomy to pursue projects they're passionate about
• Share your own enthusiasm and playful approach to problem-solving

Inspiring Purpose

• Clearly communicate the company's mission and values
• Help employees see the direct impact of their work on customers and society
• Share stories that illustrate how the company is making a difference
• Involve employees in shaping the company's direction and goals

Cultivating Potential

• Invest in employee development and learning opportunities
• Create clear career paths and growth opportunities within the organization
• Provide regular feedback and coaching to help employees improve
• Recognize and nurture individual strengths and talents

Reducing Indirect Motivations

• Set realistic and achievable goals to minimize unnecessary pressure
• Focus on long-term success rather than short-term metrics
• Create a psychologically safe environment where mistakes are seen as learning opportunities
• Regularly assess and adjust compensation structures to ensure they're not creating unintended consequences

Translating Tactical Goals into Adaptive Goals

Instead of focusing solely on specific targets (tactical goals), leaders should frame objectives in terms of learning and improvement (adaptive goals). For example:

Tactical goal: "Increase market share by 30% this quarter" Adaptive goal: "Develop and test five new strategies for expanding our customer base"

Research has shown that teams given adaptive goals significantly outperform those given purely tactical goals, as they're more motivated to innovate and find creative solutions.

Designing Jobs for High Performance

One of the most powerful ways to boost ToMo is through thoughtful job design. Here are key principles for creating roles that naturally inspire direct motivation:

1. Connect Employees to the Impact of Their Work

• Ensure employees can see the entire process and outcome of their efforts
• Rotate roles or create cross-functional teams to give broader perspective
• Share customer feedback and success stories directly with employees

Example: Toyota's approach of rotating factory workers through different stages of the car-building process, helping them understand how their work fits into the bigger picture.

2. Encourage Play and Experimentation

• Build time for creativity and innovation into job descriptions
• Create platforms for employees to share and test new ideas
• Reward and celebrate creative problem-solving, not just results

Example: Whole Foods Market allowing clerks time to visit local producers, speak with customers, and explore competing stores to generate new ideas.

3. Empower Employees to Prioritize and Make Decisions

• Clearly define areas where employees have autonomy
• Provide guidelines for decision-making rather than rigid rules
• Train managers to coach and support rather than micromanage

Example: Zappos' customer service representatives having the freedom to handle customer issues without needing manager approval, leading to better and faster resolutions.

4. Focus on Learning and Growth

• Build skill development into everyday work, not just formal training
• Create opportunities for employees to take on stretch assignments
• Encourage mentoring and knowledge-sharing within teams

Example: Google's "20% time" policy, allowing engineers to spend a portion of their work week on passion projects, leading to innovations like Gmail and Google News.

Building a Common Identity

Creating a strong sense of shared purpose and values can transform jobs into callings, boosting motivation and performance. Here are key elements of building a common identity:

1. Define a Compelling Common Objective

• Craft a clear, inspiring mission statement that goes beyond profit
• Help employees see how their individual roles contribute to the larger goal
• Regularly reinforce the connection between daily work and the company's purpose

Example: Patagonia's mission "to save our home planet" inspires employees across all departments to consider environmental impact in their decisions.

2. Establish a Clear Code of Behavior

• Go beyond generic values to define specific decision-making principles
• Create guidelines for how to handle common dilemmas or trade-offs
• Ensure leaders consistently model the desired behaviors

Example: Netflix's culture deck, which clearly outlines expectations around innovation, candid feedback, and taking smart risks.

3. Cultivate a Shared Heritage

• Share stories that illustrate the company's values in action
• Celebrate employees who exemplify the company's ideals
• Create traditions and rituals that reinforce the culture

Example: Zappos' culture book, where employees share personal stories about how the company's values have impacted their work and lives.

Rethinking Career Advancement

Traditional promotion structures can often create unhealthy competition and focus on short-term tactical performance. To maintain high ToMo as employees progress in their careers, consider these strategies:

1. Create Multiple Career Ladders

Instead of a one-size-fits-all path to management, offer different tracks for advancement:

• Management track for those who excel at coaching and leading teams
• Expert track for those who want to deepen their technical skills
• Customer-facing track for those who thrive on client relationships

This allows employees to progress in ways that align with their strengths and motivations.

2. Focus on Skill Development, Not Just Promotion

• Create opportunities for lateral moves and skill expansion
• Recognize and reward expertise and impact, not just title changes
• Encourage employees to create personal development plans aligned with their career goals

3. Emphasize Collaborative Growth

• Reward team performance and knowledge-sharing, not just individual achievements
• Create mentoring programs that pair experienced employees with newer team members
• Encourage cross-functional projects and learning opportunities

4. Regularly Reassess Role Fit

• Conduct periodic "career conversations" to ensure employees are in roles that motivate them
• Be open to restructuring roles to better align with individual strengths and interests
• Create processes for employees to explore internal opportunities without fear of repercussion

Adapting to Change: The Importance of Adaptive Performance

In today's rapidly evolving business landscape, a company's ability to adapt is just as crucial as its ability to execute current plans. This is where the concept of adaptive performance comes into play.

Tactical vs. Adaptive Performance

• Tactical performance: The ability to execute a given plan or strategy effectively
• Adaptive performance: The ability to adjust, innovate, and thrive in changing circumstances

While both are important, many companies over-emphasize tactical performance because it's easier to measure. However, neglecting adaptive performance can leave organizations vulnerable to disruption.

Boosting Adaptive Performance

High ToMo naturally leads to better adaptive performance. When employees are motivated by play, purpose, and potential, they're more likely to:

• Think creatively about challenges
• Take calculated risks to pursue new opportunities
• Learn and adapt quickly to new situations
• Collaborate effectively across teams and departments

Leaders can further encourage adaptive performance by:

1. Emphasizing learning goals over performance goals
2. Creating psychological safety for experimentation and failure
3. Rewarding innovation and problem-solving, not just hitting targets
4. Encouraging diverse perspectives and healthy debate
5. Providing regular exposure to new ideas and industry trends

Avoiding Common Pitfalls

As you work to improve ToMo and build a high-performance culture, be aware of these common mistakes:

1. Over-relying on Extrinsic Rewards

While bonuses and incentives can drive short-term results, they often undermine intrinsic motivation in the long run. Be cautious about using economic pressure as a primary motivator.

2. Neglecting Middle Management

Often, efforts to improve culture focus on top leadership and front-line employees, leaving middle managers feeling squeezed. Ensure that managers at all levels are aligned with and equipped to foster high ToMo.

3. Inconsistency Between Words and Actions

If leaders preach one set of values but their actions demonstrate another, it erodes trust and motivation. Ensure that company policies, decision-making processes, and leadership behaviors all align with the desired culture.

4. Trying to Change Too Much Too Quickly

Cultural change takes time. Focus on a few key areas where improving ToMo can have the biggest impact, and build momentum from there.

5. Failing to Measure and Adjust

Regularly assess ToMo and be willing to adjust your approach based on feedback and results. Culture-building is an ongoing process, not a one-time initiative.

Conclusion: The Power of Total Motivation

"Primed to Perform" offers a compelling framework for understanding and improving workplace motivation. By focusing on the direct motivators of play, purpose, and potential, while minimizing indirect pressures, organizations can create cultures where employees naturally perform at their best.

The concept of Total Motivation (ToMo) provides a practical tool for measuring and improving company culture. By thoughtfully designing jobs, rethinking career paths, and fostering a strong common identity, leaders can create environments where adaptive performance flourishes.

In a world of rapid change and increasing complexity, the ability to build high-performing, adaptable teams is more crucial than ever. By applying the principles outlined in "Primed to Perform," leaders can unlock the full potential of their organizations and their people.

Remember, building a high-ToMo culture is an ongoing journey, not a destination. It requires consistent effort, regular assessment, and a willingness to evolve. But the rewards – in terms of innovation, employee satisfaction, and business results – make it well worth the investment.

As you reflect on the ideas presented in this summary, consider:

1. What is the current balance of direct and indirect motivations in your organization?
2. Where could increasing play, purpose, or potential have the biggest impact?
3. How might you redesign roles or processes to naturally boost ToMo?
4. What steps can you take to foster a stronger common identity among your team or company?

By asking these questions and taking action to improve Total Motivation, you'll be well on your way to building a truly high-performing culture.