Summary of “Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation” by Neel Doshi, Lindsay McGregor (2015)

Human Resources and Talent Management Workplace Culture Employee Engagement

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Introduction
“Primed to Perform” by Neel Doshi and Lindsay McGregor is a transformative guide to enhancing workplace culture and boosting employee engagement through understanding and leveraging Total Motivation (ToMo). The authors delve into the science behind motivation, emphasizing its direct correlation to performance, particularly in organizational settings. This summary provides an in-depth look at the key points and actionable steps drawn from the book.

1. The Science of Motivation
Doshi and McGregor outline six key motives that drive employee behavior, categorized into three “Direct Motives” (Play, Purpose, Potential) and three “Indirect Motives” (Emotional Pressure, Economic Pressure, and Inertia). Understanding these motives is crucial for fostering a high-performing culture.

Play: Engaging in work because it’s inherently enjoyable.
Actionable Step: Create opportunities for employees to engage in tasks that align with their interests and passions.
Example: A software company implements “innovation sprints” where developers can work on any project of their choice for a week each quarter.
Purpose: The outcome of the work aligns with personal values.
Actionable Step: Align organizational goals with employees’ personal values and societal contributions.
Example: A healthcare company highlights how each role contributes to improving patient care, thereby enhancing a sense of purpose among staff.
Potential: The work enhances one’s own personal growth or future opportunities.
Actionable Step: Offer career development programs and learning opportunities.
Example: A consulting firm provides mentorship programs and continuous learning workshops for its employees.

2. The Negative Impacts of Indirect Motives
While Direct Motives drive high performance, Indirect Motives can detract from it.

Emotional Pressure: Working to avoid feelings like guilt or shame.
Actionable Step: Reduce micromanagement and foster a supportive environment.
Example: A tech startup changes its performance review process to be more collaborative and less punitive.
Economic Pressure: Motivated solely by rewards or fear of punishments.
Actionable Step: Balance financial incentives with intrinsic motivators.
Example: A sales team reconfigures its bonus structure to equally reward customer satisfaction and sales numbers.
Inertia: Continuing to work because of the status quo.
Actionable Step: Encourage innovation and question existing processes.
Example: A manufacturing company initiates a “question everything” policy inviting employees to propose improvements to existing operations.

3. The ToMo Diagnostic
Doshi and McGregor introduce the Total Motivation Factor (ToMo) diagnostic tool to measure and improve motivation within an organization.

Actionable Step: Regularly assess employee motivation using the ToMo metric.
Example: A company incorporates ToMo surveys in their annual review process to gauge employee motivation and adjust strategies accordingly.

4. The Role of Leadership
Leadership greatly influences an organization’s ToMo. Effective leaders foster an environment where Direct Motives can thrive.

Actionable Step: Leaders should lead by example, demonstrating values of Play, Purpose, and Potential.
Example: A CEO who makes time to engage in creative projects with employees or openly discusses the company’s mission in town halls.

5. Organizational Practices to Enhance ToMo
The authors discuss specific organizational practices that can enhance the three Direct Motives:

Job Design: Redesign jobs to make them more engaging and intrinsically motivating.
Actionable Step: Conduct job crafting workshops where employees can redesign their roles to better fit their strengths and interests.
Example: An educational institution allows teachers to develop unique curriculums around their passions, leading to innovative teaching methods.
Performance Reviews: Shift from traditional performance reviews to continuous, constructive feedback mechanisms.
Actionable Step: Implement quarterly feedback sessions focused on development rather than solely on evaluation.
Example: A multinational corporation replaces its annual review with regular one-on-one check-ins to provide ongoing coaching.

6. Building Contextual Performance
Contextual performance is the idea of going above and beyond job requirements for the betterment of the organization.

Actionable Step: Foster a culture of collaboration and knowledge sharing.
Example: A research lab creates cross-departmental projects to encourage scientists from different fields to work together on innovative solutions.

7. Creating Adaptive Organizations
Adaptive organizations are those that can recalibrate themselves in response to changing environments. This adaptability is enhanced by high ToMo.

Actionable Step: Develop cross-functional teams that can pivot quickly to address new challenges.
Example: A retail company forms small, agile teams that meet weekly to brainstorm and implement new strategies in response to market trends.

8. Suitable Selection Processes
Hiring individuals who align with the company culture and values can significantly boost ToMo.

Actionable Step: Incorporate cultural fit and ToMo principles into the recruitment process.
Example: A financial services firm adds behavioral assessments and situational interviews to gauge candidates’ alignment with company values.

9. Encouraging Employee Autonomy
Giving employees autonomy can significantly boost their intrinsic motivation.

Actionable Step: Allow employees to set personal goals and manage their schedules within the framework of organizational objectives.
Example: A marketing agency empowers its project managers to choose their team members and decide project timelines.

10. Purposeful Rewards Systems
Crafting reward systems that emphasize intrinsic rewards (Play, Purpose, and Potential) over extrinsic rewards (Economic Pressure) is crucial.

Actionable Step: Design recognition programs that celebrate achievements aligning with intrinsic motives.
Example: A non-profit organization establishes ‘impact awards’ that recognize contributions towards the organization’s mission rather than just financial success.

Conclusion
“Primed to Perform” advocates for building high-performing cultures by focusing on Total Motivation. By understanding and nurturing the Direct Motives of Play, Purpose, and Potential while minimizing the impact of Indirect Motives, organizations can create an environment where employees thrive and perform at their best. Leadership plays a pivotal role, and organizational practices need to align with these principles to foster a culture of motivation and engagement.

Human Resources and Talent Management Workplace Culture Employee Engagement