Influencing Performance : Motivation Over Monitoring

The Illusion of Control

In the quest to boost team performance, many leaders resort to increased monitoring—more meetings, reports, and check-ins. The logic seems sound: the more we know, the better we can control. However, this approach often backfires, creating an environment of pressure rather than productivity. True performance, as any great leader knows, comes from intrinsic motivation, not from hovering oversight. As Simon Sinek wisely put it, “Great leaders don’t blame the tools they are given. They work to sharpen them.”

The Marathon Runner vs. the Micromanager

Picture this: A marathon runner is giving it their all, but instead of encouragement, their coach is constantly stopping them to check their pulse, measure their steps, and ask how they feel every five minutes. It won’t take long before the runner's energy shifts from running the race to managing the interruptions. Similarly, in the workplace, over-monitoring can exhaust employees, disrupt flow, and stifle creativity.

Take Netflix’s famous corporate culture. They encourage autonomy by focusing on performance, not process. Their "freedom and responsibility" approach allows employees to work with minimal oversight but maximum ownership. The result? A highly motivated workforce delivering some of the most innovative content in the world. You can read more about Netflix’s culture in the book No Rules Rules for deeper insights.

Pitfall to Avoid: The Trap of Micromanagement

Micromanagement doesn’t just slow down projects—it deteriorates trust. A leader who constantly watches over their team sends a clear message: "I don’t believe you can succeed without me." The problem with this mindset is that it limits personal accountability and hampers the team's confidence. Employees will begin to fear mistakes, which means they’ll also avoid taking risks—key to innovation. Psychological safety is going to be very low in such an environment.

Think of the phrase, “Managing every detail is like trying to hold a handful of sand—the harder you grip, the more it slips through your fingers.” Micromanagement is the iron grip that does more harm than good.

Things to Consider: Motivation Through Empowerment

Motivation stems from trust, recognition, and the freedom to own outcomes. One trick to motivate without hovering is what Daniel Pink describes in Drive: focus on autonomy, mastery, and purpose. Employees who feel they have control over their work (autonomy), are improving their skills (mastery), and see the bigger picture (purpose) are naturally motivated to perform.

A practical example is Google’s “20% time,” where employees can dedicate a portion of their workweek to passion projects. This not only sparks creativity but also enhances motivation. No one monitors their progress closely, yet the results speak for themselves—Google Maps and Gmail were products of this initiative.

Pitfall to Avoid: Motivation Without Meaning

While motivation is key, it must be paired with purpose. Employees who are motivated to achieve, but don’t understand why their work matters, will quickly burn out. As the famous quote goes, “People work for money but go the extra mile for recognition, praise, and purpose.” Avoid the pitfall of motivating without giving meaning—connect their tasks to the larger mission.

Summary for Leaders: Use Motivation over Monitoring

Micromanagement is like trying to steer a car from the backseat—it only leads to confusion, frustration, and ultimately, a crash. To truly unlock your team’s potential, stop managing every step and start inspiring their journey. Encourage autonomy, set clear goals, and recognize achievements. As Abraham Lincoln once said, “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.” In leadership terms, sharpening the axe means fostering motivation, providing clarity, investing in employee growth, and building trust. The key takeaway? Focus on creating a culture where people are driven to excel, not because they are monitored, but because they are motivated.