Understanding Human Motivation and Behavior
What's Under the Hood?
Think about what makes a car mechanic successful. They need to know not just what's under the hood, but how it all works together to create a smooth-running, efficient machine. The same is true for organizational leaders. To effectively lead and inspire others, we must understand the intricacies of human motivation and behavior.
Just as a mechanic draws on their knowledge of physics, engineering, and materials science, effective leaders must draw on insights from neuroscience, psychology, and the study of basic human needs. We need to understand how the human brain works, what drives people's behavior, and what creates an environment where people can thrive.
The Amygdala
Consider the amygdala, the part of our brain responsible for processing emotions and triggering fear-based responses to new or unexpected stimuli. In the workplace, this might manifest as someone feeling threatened or anxious when left off an email chain or assuming negative intent behind a colleague's actions. As leaders, it's our job to help our team members transform these fear-based responses into a more positive, proactive mindset focused on growth, connection, and service to others.
The Story of FAVI
A French brass auto parts foundry, illustrates the power of this approach. When CEO Jean-François Zobrist took the reins in 1983, he made a radical decision to trust his employees and give them full autonomy. He organized the company into self-managed "mini-factories," each responsible for serving a specific customer. There were no time clocks, no quotas, and no managers. Just a shared commitment to doing what was best for the customer and for each other.
Here is how Zobrist tells the story,
"I came in the day after I became CEO, and gathered the people. I told them, 'Tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don't pay you. They do. Every customer has its own factory now. You do what is needed for the customer.'"
The results were astounding. FAVI reduced prices by an average of 3% per year, maintained a 50% market share despite fierce competition, and hasn't shipped a late order in over 25 years. Zobrist's trust in his people and his belief in their inherent desire to do good work created a culture of accountability, innovation, and shared success.
The lesson here is clear: our assumptions about human nature and motivation directly shape our leadership practices and the culture of our organizations. When we assume the best of people and create an environment that meets their core needs for autonomy, mastery, and purpose, we unlock their full potential and create a more resilient, adaptable organization.
Practical Steps & Questions To Consider:
Reflect on your own assumptions about human motivation. Do you tend to assume the best or worst of people?
Examine your organization's policies and practices. Do they reflect trust in your team members or a need for control?
Consider ways to give your team more autonomy and ownership over their work.
How can you inspire them in their role and the greater organizational mission they are a part of?
How can you empower them to make decisions and take responsibility for outcomes?
So, as you navigate the complex world of leadership, remember to look under the hood. Seek to understand what drives human behavior, cultivate a deep empathy for your team members' experiences, and create a culture that brings out the best in everyone. The road ahead may be winding, but with this approach, you'll be sure to enjoy the ride.