Motivation takes on various forms. Internal motivation could be satisfaction from a job well done, an inner sense of fulfillment, or the sense of doing for others. External motivation includes material goods, awards, recognition, and of course, money. The nature of the project, the sponsor, and the setting of the project will dictate which, if any, external motivating factors you can offer. On every project, you can try to inspire team members to seek internal rewards along with the external rewards.

To motivate others to perform, you need a basic understanding of human nature. Many people in leadership positions do not fully understand the basic elements of motivational thinking as it pertains to others. Motivation can be an individual factor. Although a desire for monetary rewards is somewhat common, one person may be motivated by a possible new title or promotion while another may simply want more time to spend at home with the family. Unfortunately, an enthusiastic leader often assumes that the motivating factors that propelled him to his level of success are the same for everyone else. It's as if they think, “I became a manager, so why shouldn't everyone else be trying to work their way up to the same lofty position?” This is not a broad-based view of what motivates others.

Any team or group is made up of people who have different levels of self-motivation. Someone who grew up in a very wealthy family may not be as motivated to earn money as someone who grew up in poverty. However, the person from a wealthy background may never have experienced the satisfaction that comes from overcoming obstacles.

People at any level want to feel good about themselves and what they produce. It has long been debated whether or not people are born motivated, and if so, to what degree that may vary between individuals. Freud saw people as inherently lazy, not motivated, and wanting only security or gratification. Maslow embraced neither the behaviorist nor psychoanalytical approaches popular at the time. Instead, he believed that man strives to reach his highest level of capabilities. He believed that people were born inherently good and that among the basic human needs were self-esteem and self-actualization, both of which can only be achieved with motivation. Maslow concluded that for human salvation, one must indulge in “hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that calls for doing.”

Maslow's “self-actualized” needs are those needs of people involved in “a cause outside their own skin.” He felt that self-actualizers are devoted people who work at something precious to them. Although an individual project will not usually take on that level of significance, the process of striving for self-actualization can be a strong motivating force.

Typically, studies in human behavior regarding motivation show us that if a person feels gratified, they will seek out, or return, to the source of that gratification. Conversely, there is the motivation to avoid danger or situations that a person is fearful about. At any level of development, a person will be motivated to protect himself from impending harm. In society, motivation to avoid negative consequences can be seen in staying out of jail or not getting fired.

When it comes to committing to a project, rarely is someone involved for absolutely no discernable reason. In these cases, motivation comes from several factors, including:

• A need to be part of a team or group — to work with others

• A need to be recognized and acknowledged

• Awards or merit

• An innate desire to produce a worthy product or accomplish a task for self-gratification or self-fulfillment

• Desire to make a social or cultural change or contribution

• Monetary rewards or bonuses

• Potentially greater responsibilities or a promotion in rank or stature

Most team workers will put forth a greater effort if there are tangible rewards such as money or a prize to be won. The trick is to get the team to work hard when the motivation is not as clear-cut as a shiny bicycle for the child who sells the most cookies. You need to tap into what motivates each individual. Unfortunately, all you may have to work with is the motivation to avoid getting in trouble or fired or being alienated.

Working for seven hours a day so as not to lose or fail is far less productive than working for seven hours a day to win and succeed. Same time frame, opposite motivation. Two classmates can do the same work and both will get a “C.” The student who is motivated by simply passing will be quite happy with a “C,” whereas the one who was trying to excel and earn an “A” will surely be disappointed. Because different things motivate the students, the next test may produce different results. The “passing” motivator knows he has done enough work to achieve his goal. The “excelling” motivator has not achieved his goal, and will therefore apply greater effort moving forward.