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Everyone knows that good managers motivate with the power of their vision, the passion of their delivery, and the compelling logic of their reasoning. Add in the proper incentives, and people will enthusiastically march off in the right direction.
It’s a great image, promoted in stacks of idealistic leadership books. But something is seriously wrong with it: Such a strategy works with only a fraction of employees and a smaller fraction of managers. Why? For one thing, few executives are particularly gifted at rallying the troops. Exhorting most managers to become Nelson Mandelas or Winston Churchills imbues them with little more than a sense of guilt and inadequacy. For another, all available evidence suggests that external incentives—be they pep talks, wads of cash, or even the threat of unpleasant consequences—have limited impact. The people who might respond to such inducements are already up and running. It’s the other folks who are the problem. And, as all managers know from painful experience, when it comes to managing people, the 80–20 rule applies: The most intractable employees take up a disproportionate amount of one’s time and energy.