A few days ago, I attended a fundraising event of a non-profit organization. It was amazing to see how far an organization can go in two decades' time with a group of dedicated volunteers. In recent years, that organization has stepped into the realm of media with radio and TV shows; and yet, most of the volunteers involved don't have the media background. It pushed me to think how leaders should organize resources intentionally to pursue audacious goals. And this is possible even for organizations that are mainly run by volunteers.
In our already busy and fully packed lives, what motivates the volunteers to willingly contribute hours after hours of their precious time, without monetary reward? This morning, I browsed Daniel Pink's book, "Drive," wanting to recap his key points on motivation. Here are some quotes from the books with the insights.
Rewards can deliver a short-term boost--just as jolt of caffeine can keep you cranking for a few more hours. But the effect wears off--and, worse, can reduce a person's longer-term motivation to continue the project." Human beings, Deci said, have an "inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn."
Drive touches on three key factors to motivate people: Autonomy, Mastery & Purpose. If we provide and guide our volunteers using these principles, it may go a long way, even in the context when monetary is not one of the incentives.
1. Autonomy: And the people on your team must have autonomy, they must have ample opportunity to pursue mastery, and their daily duties must related to a larger purpose. If the elements are in place, the best strategy is to provide a sense of urgency and significance--and then get out of the talent's way . . . Autonomy is different from independence. It's not the rugged, go-it-alone, rely-on-nobody individualism of the American cowboy. It means acting with choice--which means we can be both autonomous and happily interdependent with others . . Control leads to compliance; autonomy leads to engagement . . . The science shows that the secret to high performance isn't our biological drive or our reward-and-punishment drive, but our third drive -- our deep-seated desire to direct our own lives, to extend and expand our abilities, and to make a contribution.
2. Mastery: It is the desire to get better and better at something that matters . . . Most important, in flow, the relationship between what a person had to do and what he could do was perfect. The challenge wasn't too easy. Nor was it too difficult. It was a notch or two beyond his current abilities, which stretched the body and mind in a way that made the effort itself the most delicious reward. That balance produced a degree of focus and satisfaction that easily surpassed other, more quotidian, experience . . . One source of frustration in the workplace is the frequent mismatch between what people must do and what people can do. When what they must do exceeds their capabilities, the result is anxiety. When what they must do falls short of their capabilities, the result is boredom.
3. Purpose: The first two legs of the Type I tripod, autonomy and mastery, are essential. But for proper balance we need a third leg-purpose, which provides a context for its two mates. Autonomous people working toward mastery perform at very high levels. But those who do so in the service of some greater objective can achieve even more. The most deeply motivated people--not to mention those who are most productive and satisfied--hitch their desires to a cause larger than themselves.
When we find a platform in which we can contribute using our innate gifts, and being honored by a leader who provides a stage for us to fine tune our skills and freedom to explore, we enter into a beautiful pasture.