BY JACKIE MULLIGAN
Jackie, VP of education for the MPI U.K. & Ireland Chapter, is an entrepreneur, professional speaker,
writer and independent researcher with a successful track record in leading and presenting global
research. She co-owns and directs events for the largest games industry network in the North of
England and develops new business within and outside of the events industry. Contact her at
firstname.lastname@example.org or via Twitter (@JackieMulls).
I HAVE RECENTLY COMPLETED a lot of
research about what keeps us motivated,
and it is fascinating stuff. I studied motivation as part of my research on meeting
experience because I believe that if we as
an industry get better at understanding
what drives our participants we will
better be able to meet their needs.
Understanding what drives us is also
critical in better managing our businesses. When you explore motivation you ;ind
it is entwined in many aspects of what
businesses need, from creativity and well
being to sales and performance. It’s a
crucial factor that drives companies to
bring in motivational speakers and business leaders to read books on how to
motivate their teams—but is the answer
really as simple as reading a book? Is
motivation just one thing?
Many early works on motivation
would focus on how much motivation
someone had—as if the feeling of drive
could be measured in volume. I have seen
this volume approach to motivation quite
often. If you are motivated but I am very
motivated, what’s the difference?
Years back, when working on some
broadcasts for the BBC, I was told that
one of the leading journalists was “very
driven,” but I had no idea what that
meant until I met her. Decades later I still
hear the same comments about people I
work with and I see it on CVs, in employability panels and in everyday conversa-
It’s less about how much and more about what kind.