Over the past decade, I’ve spent considerable time and effort reflecting on the intricate relationship between motivation and happiness.
This exploration has been wide-ranging, involving numerous in-depth conversations (debates ;-) with friends, colleagues, and clients across various industries and backgrounds. My interest in this topic even led me to establish a startup in 2015 called Motivii, specifically focused on understanding and enhancing workplace motivation.
A question that frequently arises in these discussions is whether it’s possible to be unhappy yet still motivated. After much reflection and observation, I’ve come to believe that this is indeed possible. This realisation has led me to a somewhat controversial stance: I don’t believe that businesses should primarily focus on making their staff happy.
Instead, I propose that the emphasis should be on fostering engagement and cultivating motivation. To fully grasp this perspective, it’s crucial that we examine both sides of this complex issue.
It’s undeniable that many organisations invest considerable resources in trying to improve their employees’ happiness. This approach is understandable, as happiness is something we all inherently strive for in our personal lives.
The desire for happiness is a fundamental aspect of the human experience, deeply ingrained in our psyche and social structures. However, as we’ve all experienced at some point, achieving happiness is far from a straightforward endeavour. The subjective nature of happiness further complicates matters – what brings joy to one individual might induce sadness or indifference in another. This variability makes it challenging for organisations to implement universal happiness-boosting strategies.
Another crucial aspect to consider is that happiness is often characterised as a "peak emotion." This means that happiness typically arises as a result of specific events or achievements. It’s not a constant state but rather a fleeting experience triggered by particular circumstances. Interestingly, there’s often a direct correlation between the difficulty of achieving something and the intensity of happiness we feel upon accomplishing it.
This phenomenon gives rise to what I call the "happiness paradox" – sometimes, to experience true happiness, we must first endure periods of struggle or discomfort. This raises an important question: what sustains us during these challenging times when happiness seems distant?
This is precisely where the concept of motivation comes into play. Motivation can be thought of as the internal fuel that propels us forward, even in the face of adversity. It’s a complex psychological construct influenced by various factors. For instance, the prospect of future happiness or achievement can serve as a powerful motivator.
Similarly, being in an engaging and stimulating environment can significantly boost our motivation levels. The support and encouragement we receive from superiors and colleagues can also play a crucial role in maintaining our motivation. In a professional context, having an appropriate compensation package is another important motivational factor.
Dan Pink, in his influential book Drive, presents a comprehensive framework for understanding workplace motivation. According to Pink, motivation at work is driven by a combination of extrinsic factors (such as pay and benefits) and intrinsic factors. These intrinsic motivators include having a sense of purpose in one’s work, the opportunity to master and excel in one’s field, and being granted autonomy in one’s role.
While happiness and motivation are undoubtedly interconnected and both play vital roles in our personal and professional lives, it’s important to recognise their distinctions. Happiness, with its multifaceted nature and the myriad factors that influence it, presents a more complex challenge for individuals and organisations to address effectively.
On the other hand, the system of levers that affect motivation, while still intricate, tends to be more clearly defined and actionable. This relative clarity makes it more feasible for individuals and organisations to focus on cultivating motivation rather than attempting to directly manipulate the elusive state of happiness. By concentrating on creating environments and conditions that foster motivation, we may indirectly pave the way for greater happiness and fulfilment in the long run.
I would therefore always encourage and ask people to think about what motivates them, opposed to what makes them happy!