『Motivational IQ with Andy Thompson』のカバーアート

Motivational IQ with Andy Thompson

Motivational IQ with Andy Thompson

著者： Andy Thompson Dan Pink Simon Sinek
無料で聴く

A modern leader’s dive into what get us moving and keeps us going Understanding motivation, failure, lightning bolts and ruts, and blood, sweat, and tears; Deconstructing the stories behind what stops us and what helps us make our dreams come true. Made for modern leaders. Clear the path for flow and finally reach your goals - in business, in teams, in relationships, in life. Everything comes down to Motivational IQ.2026 Motivational IQ with Andy Thompson マネジメント マネジメント・リーダーシップ リーダーシップ 個人的成功 経済学 自己啓発
エピソード
  • Apollo 13 Lessons for When Things Break | Motivational IQ with Andy Thompson, Ep. 13

    Apollo 13 Lessons for When Things Break | Motivational IQ with Andy Thompson, Ep. 13
    2026/09/01
    Apollo 13 Lessons for When Things Break | Motivational IQ with Andy Thompson, Ep. 13 Episode summary In this episode, I use the real Apollo 13 mission and the 1995 movie to look at what helps people respond when a plan falls apart. The mission changed from landing on the Moon to bringing three people home, but the larger purpose stayed clear. I walk through five lessons about crisis, constraints, teamwork, honesty, and the danger hidden inside the phrase "failure is not an option." The practical question is simple: when things go wrong, what is true now, what must not fail, and what still needs to be completed? Key takeaways [01:52] A mission can change without losing its purpose. Mature teams stop defending the original plan when circumstances make it obsolete. They protect the value the work was meant to create and adapt the route.[03:41] In survival mode, settle the "what" first. Before debating causes, methods, or long-term meaning, establish what is true now, what must not fail, and what still has to be completed.[05:04] Constraints can sharpen motivation. Apollo 13's carbon-dioxide problem forced engineers to work with only the materials already aboard the spacecraft. Clear boundaries removed distractions and concentrated their ingenuity.[06:33] The hero was a system. The crew, flight controllers, engineers, simulators, communication network, and support staff made the rescue possible together. Leaders do their best work when they build an environment where other people can contribute fully.[08:33] "Failure is not an option" needs a warning label. Some failures are unacceptable during a life-or-death crisis. In learning and development, however, a blanket ban on failure can teach people to hide problems instead of exposing them early.[10:26] Progress feeds motivation. Solving one concrete problem creates evidence that the next problem can be solved. Leaders can use visible progress and well-defined constraints to keep people engaged when the situation is serious. Notable quotes [02:20] "The original what gets overshadowed by the overpowering why." [02:44] "Adaptability is not abandoning any purpose. It's shifting so that you can get the resulting value that you wanted out of the endeavor, the project, the work, to be beneficial to you." [04:56] "Remember: What is true now, What must not fail, and What must still be completed." [05:57] "The reality is we're much more innovative and inspired when we are working with limitations." [09:39] "If failure isn't an option, honesty may not be either." Resources mentioned Apollo 13 (1995), official Universal Pictures pageNASA Apollo 13 mission overviewNASA: "Houston, We've Had a Problem"NASA Apollo 13 mission detailsNASA: "Putting a Square Peg in a Round Hole"NASA: Apollo Legacies and Lessons LearnedNASA: Apollo 13 Crew Returns Safely to EarthPeople discussed include Apollo 13 Commander Jim Lovell, Lunar Module Pilot Fred Haise, original Command Module Pilot Ken Mattingly, Flight Director Gene Kranz, astronaut Neil Armstrong, and President John F. Kennedy. Call to action Choose one situation that feels off course this week. Write down three answers: What is true now? What must not fail? What still needs to be completed? Then decide which part of the original plan can change without sacrificing the purpose. If you lead other people, make one useful constraint clear and give the team room to solve the problem inside it. Connect with Andy Thompson and Motivational IQ Have a question, a workplace challenge, or an idea you want me to explore? Visit Motivational IQ to listen, join the conversation, ask a question, or schedule a free consultation. Learn more about my workshops and other work at The WorkJoy Project, and connect with me on LinkedIn. Subscribe to the podcast feed, share this episode with someone leading through a difficult situation, and please rate or review the show so more people can find it. Visit my website, www.theworkjoyproject.com or www.motivationaliqpodcast.comhttps://www.linkedin.com/in/theandrewthompson/The ways these ideas, concepts and models grow is through application, sharing, and stories. Please share with a friend, leave a review, and like us wherever you listen.
    続きを読む 一部表示
    12 分
  • When Goals Reward the Wrong Behavior | Motivational IQ with Andy Thompson, Ep. 12

    When Goals Reward the Wrong Behavior | Motivational IQ with Andy Thompson, Ep. 12
    2026/08/25
    ## Key Takeaways - **[01:20] Ask the question that belongs to your current season.** Erik Erikson’s life-stage framework and Alfred Adler’s emphasis on significance point to a useful truth: purpose changes as we grow, and motivation becomes clearer when we identify the question we are trying to answer now. - **[04:13] Make asking for help a leadership habit.** A mentor, coach, journal, or other psychologically safe practice can help us challenge self-deception before a situation turns into failure. - **[05:51] Improvement does not require failure.** A new idea is not an accusation that the old way was wrong; leaders can normalize experimentation and improvement before a crisis forces change. - **[07:27] Treat a difficult goal like a monitored intervention.** Specific, challenging goals can improve performance, but they can also narrow attention, increase risk, weaken cooperation, reduce learning, and crowd out intrinsic motivation. - **[09:38] Diagnose the reward system before diagnosing the people.** When an organization says it wants A but visibly rewards B, employees often make a rational choice to pursue B. - **[11:32] Run a reward audit.** Compare your stated values with what receives money, recognition, titles, prestige, and attention; the mismatch may explain more about your culture than the values printed on the wall. ## Notable Quotes > **[05:51]** “You don't need to be failing at something to try something new.” > **[06:05]** “Improvement does not require failure.” > **[08:22]** “Goals can inspire employees and improve performance, but they can also produce predictable and damaging side effects.” > **[09:38]** “Many of the apparent motivation problems are reward system design problems, not motivation problems.” > **[11:10]** “People in the organization learn their values by watching what receives money, recognition, and other extrinsic rewards.” ## Resources Mentioned - [*Start With Why* by Simon Sinek](https://simonsinek.com/books/start-with-why/) - [*Leadership and Self-Deception* by The Arbinger Institute](https://arbinger.com/bookstore/leadership-and-self-deception/) - [“Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting” — Harvard Business School working paper](https://www.hbs.edu/ris/download.aspx?name=09-083.pdf) - [“On the Folly of Rewarding A, While Hoping for B” by Steven Kerr](https://journals.aom.org/doi/abs/10.5465/255378) - [Erik Erikson’s stages of psychosocial development — APA Dictionary of Psychology](https://dictionary.apa.org/eriksons-eight-stages-of-psychosocial-development) - Ivan Pavlov and conditioned responses - Alfred Adler and the human need for significance and contribution - The empty boat story and the practice of releasing blame - The Hawthorne experiments and the effect of observation on behavior - [Wells Fargo’s independent investigation of retail-banking sales practices](https://newsroom.wf.com/news-releases/news-details/2017/Wells-Fargo-Board-Releases-Findings-of-Independent-Investigation-of-Retail-Banking-Sales-Practices-and-Related-Matters/default.aspx) - [U.S. Department of Justice resolution concerning Wells Fargo sales practices](https://www.justice.gov/archives/opa/pr/wells-fargo-agrees-pay-3-billion-resolve-criminal-and-civil-investigations-sales-practices) - [U.S. Securities and Exchange Commission complaint concerning Enron](https://www.sec.gov/litigation/complaints/comp18551.htm) ## Call to Action Take ten minutes this week and run a reward audit. Write down what your team or organization says it values, then list what actually receives money, recognition, promotion, prestige, and leadership attention. Where do those lists disagree—and what behavior is that mismatch teaching people to repeat? Choose one incentive, measure, or recognition practice you can change so the behavior you reward points toward the purpose you say matters. ## Connect with Andy Thompson and Motivational IQ Have a question, a workplace challenge, or an idea you want Andy to explore? Visit [MotivationalIQPodcast.com](https://www.motivationaliqpodcast.com/) to listen, join the conversation, ask a question, or schedule a free consultation. Learn more about Andy’s work at [The Work Joy Project](https://www.theworkjoyproject.com/) and connect with him on [LinkedIn](https://www.linkedin.com/in/theandrewthompson/). Subscribe to *Motivational IQ with Andy Thompson* in your favorite podcast app, share this episode with a leader who is shaping goals or incentives, and please rate and review the show so more people can find it. Visit my website, www.theworkjoyproject.com or www.motivationaliqpodcast.comhttps://www.linkedin.com/in/theandrewthompson/The ways these ideas, concepts and models grow is through application, sharing, and stories. Please share with a friend, leave a review, and like us wherever you listen.
    続きを読む 一部表示
    15 分
  • Five Books That Change and Deepen Motivation — Motivational IQ with Andy Thompson, Ep. 11

    Five Books That Change and Deepen Motivation — Motivational IQ with Andy Thompson, Ep. 11
    2026/08/19
    Key Takeaways [01:30] Transformation includes work that is not exciting. A powerful idea will not change much until you read, reflect, practice, and repeat. Choose one useful principle from what you read and put it into action before reaching for the next insight.[03:14] “Unmotivated” may be a rational response to the environment. Before blaming someone’s attitude—including your own—look at the choices, feedback, safety, support, tools, relationships, and measures surrounding the behavior. Ask what the environment is currently teaching people to do.[04:03] Carrots and sticks can weaken complex work. Dan Pink’s autonomy, mastery, and purpose framework gives leaders a better diagnostic: Does this person have meaningful choice, a way to improve, and a reason the work matters?[05:20] A miserable job can be diagnosed without an engagement survey. Patrick Lencioni’s three signs—anonymity, irrelevance, and immeasurement—suggest three direct questions: Do I know this person, can they see whom their work helps, and can they judge their own progress?[06:41] Change is a design problem, not merely a willpower problem. Influencer starts with measurable results and vital behaviors, then examines personal, social, and structural motivation and ability. Crucial Conversations adds the safety and shared understanding needed when the stakes and emotions rise.[09:02] Leadership techniques cannot overcome seeing people as objects. Leadership and Self-Deception challenges us to notice when we turn people into obstacles, instruments, or explanations for our own behavior. Remembering why the person and the work matter changes both what we do and how we do it. Notable Quotes [01:30] “Everybody wants transformation, but very few want the hundred hours of boring work to get to that transformation.” [03:14] “What if the person that you call unmotivated, be it yourself or someone else, is actually responding rationally to an environment that you helped influence or create?” [04:24] “Autonomy, mastery, purpose. Autonomy is choice. Mastery is action. What? And purpose is why.” [11:06] “We need to help create places where they'll respond with authenticity, psychological safety, and a full contextual understanding of what, why, and how.” [12:07] “Motivation isn't, it's not something we do to people. It emerges from how we are seen, how others are seen, how they're supported, how we feel supported, how they're equipped, how we feel equipped, and how they're led.” Resources Mentioned Drive by Daniel Pink — autonomy, mastery, purpose, and the limits of carrot-and-stick motivationDan Pink: “The Puzzle of Motivation” — TED — the talk Andy remembers as an important turning pointDaniel Pink’s books — including When and To Sell Is Human, which Andy also mentionsThe Truth About Employee Engagement by Patrick Lencioni — originally published as The Three Signs of a Miserable Job; anonymity, irrelevance, and immeasurementThe Table Group — Patrick Lencioni’s organization and its work on healthier, more effective organizationsBooks from Crucial Learning — Influencer (now updated as Crucial Influence) and Crucial ConversationsLeadership and Self-Deception — The Arbinger Institute — self-deception, self-betrayal, and seeing people as people rather than objectsB. F. Skinner Foundation — behavior, consequences, and reinforcementAlbert Bandura — Stanford University — social learning, observation, modeling, and repetitionWilliam James — Stanford Encyclopedia of Philosophy — habit, psychology, and human action Call to Action Choose one person you have quietly labeled unmotivated—or choose yourself—and resist trying to fix the person this week. Instead, audit the environment: Are they known? Can they see why the work matters? Can they measure progress? Do they have meaningful choices, the ability to do what is expected, and enough safety to tell the truth? Change one condition, observe what happens, and then choose one of these five books to help you go deeper. Connect with Andy Thompson and Motivational IQ Visit Motivational IQ for the show and The WorkJoy Project to learn about Andy’s coaching, consulting, workshops, project rescue, free consultation, and sliding-scale options. Connect with Andy Thompson on LinkedIn, subscribe to the podcast feed, and share this episode with a manager, teacher, coach, or parent who wants to create a more motivating environment. If the episode helped you see motivation differently, please rate or review the show so more people can find it. Visit my website, www.theworkjoyproject.com or www.motivationaliqpodcast.comhttps://www.linkedin.com/in/theandrewthompson/The ways these ideas, concepts and models grow is through application, sharing, and stories. Please share with a friend, leave a review, and like us wherever you listen.
    続きを読む 一部表示
    13 分
adbl_web_anon_alc_button_suppression_t1
まだレビューはありません