Why Motivating People Doesn’t Work … and What Does

The book written by Susan Fowler is a real eye-opener. It challenges everything we’ve been taught about getting people motivated. Forget the old-school approach of rewards and punishments—it doesn’t work. Instead, Fowler says real motivation is intrinsic, driven by autonomy, purpose, and growth.

Now, this really resonates with me. Over the years, I’ve seen how much better people perform when they feel inspired and in control of their work, rather than being micromanaged or pushed with incentives. Let’s dive into the key lessons from the book and how I think they could make a huge difference in your teams and your leadership style.

1. Stop Thinking Rewards and Punishments Are the Answer Traditional motivators—bonuses, perks, or punishments—can actually harm long-term motivation. They might get you short-term results, but they create dependency and can even lead to resistance. Fowler’s research shows that true motivation has to come from within.
   

   Honestly, I’ve seen this myself. When you reward people too often, it becomes expected. The excitement wears off, and they lose that drive to push themselves. Instead, we need to help people understand the why behind what they do—what’s their bigger purpose?
   

2. Empower People to Take Ownership Autonomy is one of the most powerful drivers of motivation. When people feel micromanaged, their creativity and confidence plummet. Fowler makes a strong case for giving people the freedom to make decisions and own their work.
   

   This is something I’ve always believed in. At Inspired, I’ve seen consultants thrive when I step back and let them take control. They start to see the impact of their own efforts, and that’s when they really excel. For me, it’s about showing trust—you can’t expect people to grow if you don’t give them the space to do it.
   

3. Foster Real Connections Motivation thrives in an environment of meaningful relationships. People want to feel like they belong, that they’re part of a team where their efforts are appreciated and celebrated. Leaders need to create trust, encourage collaboration, and recognise the power of shared wins.
   

   I’ve always said that teamwork is the heart of any successful business. When people feel connected, they’re willing to go the extra mile—not just for the company but for each other. This is why I’m so passionate about celebrating wins, no matter how small. It builds that sense of unity that’s so powerful.
   

4. Invest in Growth and Mastery One of Fowler’s key points is that feeling competent and capable fuels motivation. People want opportunities to grow and master new skills. Leaders need to provide this—not just through training, but by recognising their strengths and helping them develop further.
   

   This really hits home for me. I’m constantly thinking about how I can help my team grow, whether it’s through training plans or just daily feedback. When someone feels like they’re improving, they light up. It’s not just about their career; it’s about their confidence and sense of achievement.
   

5. The Optimal Motivation Model Fowler’s model is simple but powerful. Motivation thrives when three basic needs are met: autonomy, relatedness, and competence. If you focus on these, you’ll see people who are not only more engaged but also happier and more productive.
   

   This ties directly into how I lead. I believe leadership isn’t about control; it’s about creating an environment where people feel supported, valued, and capable. When those three things align, the results speak for themselves.
   

6. It’s Not Just for Leaders What I love about this book is that it’s not just for managers or leaders. These lessons apply to anyone—whether you’re motivating a team, supporting a colleague, or even trying to get yourself motivated.
   

   I often tell my consultants that they need to figure out what drives them. It’s not enough to just show up for the paycheck. You need to find something that excites you about the job, something that makes you want to get better every day.
   

7. From Controlling to Coaching Fowler makes a strong argument for shifting from control to coaching. Instead of telling people what to do, guide them to discover their own motivation, set meaningful goals, and play to their strengths.
   

   This really aligns with my own philosophy. I’ve always believed that my role is to help people find their potential, not force them to meet targets. When you coach someone properly, the results are always better—and more sustainable.
   

8. Mindfulness and Self-Awareness To motivate others, you need to understand yourself first. Fowler emphasises mindfulness and self-awareness as the foundation for creating a motivated environment.
   

   This is a great reminder. I know I’ve got areas to work on—like managing my frustrations when things don’t go as planned. But when I take the time to reflect and get back to a positive mindset, it has a massive impact on how I lead and how my team responds.
   

9. Adapt to Change Motivation isn’t a one-size-fits-all approach, and it’s not static. Leaders need to keep learning, experimenting, and adapting to stay ahead.
   

   This is so true, especially in recruitment. The market’s always changing, and so are the challenges our consultants face. If we’re not open to trying new strategies, we risk falling behind.
   

10. Create a Culture of Motivation Building this kind of environment is an ongoing process. Leaders need to set the tone by practising these principles every day—celebrating progress, encouraging feedback, and creating a culture where motivation thrives.
    

    I think this is where the biggest opportunity lies. It’s not about individual efforts; it’s about building something bigger—a culture where everyone feels inspired to give their best. That’s the kind of workplace I want Inspired to be.

For me, this book is more than just theory—it’s a practical roadmap for how we can lead better, live better, and help others succeed. If you want to unlock the potential in your team, or even in yourself, these lessons are a great place to start.

At the end of the day, motivation isn’t about forcing people to do what you want. It’s about creating an environment where they want to succeed—for themselves, for their team, and for the bigger picture. That’s where the magic happens.

Mark Goode

CEO Inspired Recruitment

Mark Goode is the CEO of The Inspired Recruitment Group which originated with the inception of Inspired Selections a recruitment agency primarily focused on recruitment in the optical industry before branching out into audiology and pharmaceutical recruitment. New optical opportunities are featured daily here or if you're a business, looking for help with your recruitment needs, get in touch here