ZAP VS. SAP<\/strong>\u00a0 As such, leaders must learn to leverage a more sophisticated set of levers to unlock the energy of discretionary effort within the organization. My colleague, Dan Pink, has, in his own inimitable way, succinctly decoded the three key motivational levers that drive people to go the extra mile: Autonomy, Mastery, and Purpose (AMP).<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n Leaders must create an environment of Autonomy as a more sophisticated complement to mere recognition. In addition, leaders must provide an opportunity for employees to develop personal Mastery as a more sophisticated alternative to mere financial compensation. Finally, leaders must tap into their employees\u2019 aspirational sense of Purpose as a more sophisticated alternative to motivating others by leveraging position and coercive power to instill fear.<\/p>\n \u201cAMPing\u201d people up is the key to unlocking the potential of discretionary effort. From an external perspective, profitable growth is the reward your organization receives for consistently delighting your customers, partners, suppliers, shareholders, and the communities within which you operate. From an internal perspective, if your employees are intrinsically motivated, they will go above and beyond to delight your stakeholders. And that will go a long way toward maintaining the viability and vibrancy of your business.<\/p>\n Tony O\u2019Driscoll is regional managing director of Duke CE in Singapore, where he focuses on identifying and implementing next-generation learning strategies and approaches that accelerate the development of Leadership Sense-Abilities in this rapidly growing part of the world.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":" Unleash the power of discretionary effort by using the three key motivational levers that drive people to go the extra mile: Autonomy, Mastery, and Purpose (AMP).<\/p>\n","protected":false},"author":32,"featured_media":10121,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[41],"class_list":{"0":"post-10120","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-magazine","8":"tag-training-matters","9":"magazine_issues-july-2015"},"acf":[],"yoast_head":"\n
\nLeaders have the ability to \u201czap\u201d people with energy that motivates them to go the extra mile or to \u201csap\u201d them of that same energy. The traditional \u201ccarrot and stick\u201d approaches most organizations embrace today undermine their ability to tap into employees\u2019 discretionary effort.\u00a0Motivating effort through fear only leads to learned helplessness. Motivating by reward reaches a threshold where financial compensation no longer motivates effort. Motivating by recognition\u2014while initially beneficial\u2014 often becomes overused and, therefore, ultimately is undervalued. Taken together, the extrinsic motivational levers of fear, reward, and recognition ultimately dampen employees\u2019 intrinsic motivation to make that extraordinary effort.<\/p>\n![\"\"](\"https:\/\/trainingmag.com\/wp-content\/uploads\/2020\/12\/learningmattersAMP-Model.jpg\")
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