『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
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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
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  • 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.
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    13 分
  • Your First Question Reveals Your Motivation, Motivational IQ with Andy Thompson Ep 10

    Your First Question Reveals Your Motivation, Motivational IQ with Andy Thompson Ep 10
    2026/08/12
    Key Takeaways **[04:42] Your first question reveals your current motivational need.** In the story of the child who ate a worm, the children ask **what** happened while the teacher asks **why** he did it. Notice the question that arrives before you edit or explain your reaction. **[06:17] “What?” often means you are in survive-and-learn mode.** You do not yet know what you do not know, so your job is to enter humility deliberately, gather facts, and create progress. The practical test is simple: if you are asking what, will you go learn—or sit back and wait? **[09:42] “How?” points to autonomy and control.** Once you understand the basics, attention shifts to decisions, methods, and the choices available to you. Ask which option moves you forward, then check whether a clear purpose is shaping that choice. **[11:24] “Why?” often appears after the what and how feel familiar.** When you are comfortable in the domain but asking, “Why am I doing this?”, the missing input may be meaning rather than instruction. Reconnect the activity to the result, person, or purpose it is meant to serve. **[13:30] Fear tends to drive what; love tends to drive why.** Fear pulls attention toward immediate facts, safety, and survival, while love, passion, and excitement can pull attention toward purpose. Naming the emotion helps you understand why a particular question is leading. **[15:20] You move through these stages all day.** Illness, conflict, new responsibility, praise, or a promotion can move you backward or forward in the cycle. The goal is not to camp permanently in one stage; it is to know where you are and supply the what, how, or why you need next. Notable Quotes **[04:42]** “What went through the mind of the teacher is different than what went through the mind of the other children.” **[06:27]** “Our deliberate leaning, intentional push into that humility stage where we are aware of the things we don’t know is really one of the big differences between great and not great.” **[11:24]** “When we ask why, that means we are well past the whats and the hows.” **[13:30]** “Fear is what, and love is why.” **[16:11]** “Understanding the path and where you are and how to navigate it is way more important than staying in one spot for a long period of time.” Resources Mentioned - [*A General Introduction to Psychoanalysis* by Sigmund Freud](https://www.gutenberg.org/ebooks/38219) — the 1917 lectures and Freud quotation discussed in the episode - [C.G. Jung and analytical psychology](https://junginstitute.org/about) — the unconscious, conscious awareness, and the quotation attributed to Jung in the episode - [Maslow’s hierarchy of needs](https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs) — the relationship between safety, capability, and purpose - [Conscious competence learning model](https://link.springer.com/article/10.1186/s12909-022-03112-4) — the learning progression from not knowing what you do not know to practiced competence - **The frog in the well** — the fable used to illustrate how discovering a larger world changes the question from “What is out there?” to “How do I get there?” - [*Alice’s Adventures in Wonderland* by Lewis Carroll](https://www.gutenberg.org/ebooks/11) — Alice’s exchange with the Cheshire Cat about direction and destination - [Yogi-isms from the Yogi Berra Museum](https://yogiberramuseum.org/about-yogi/yogisms/) — the wordplay about knowing where you are going - [Motivational IQ](https://www.motivationaliqpodcast.com/) — Andy Thompson’s podcast website - [The WorkJoy Project](https://www.theworkjoyproject.com/) — coaching, consulting, and free consultation information Call to Action For the next seven days, catch the first question you ask whenever new information lands: **What happened? How do I handle it? Why does it matter?** Write the question down, name whether you are in survive, succeed, or thrive mode, and supply the missing motivational input. If you are in **what**, learn one useful fact; if you are in **how**, make one meaningful choice; if you are in **why**, reconnect the work to a purpose you care about. Connect with Andy Thompson and Motivational IQ Visit [Motivational IQ](https://www.motivationaliqpodcast.com/) for the show and [The WorkJoy Project](https://www.theworkjoyproject.com/) to learn about Andy’s coaching, consulting, workshops, free consultations, and sliding-scale options. You can also connect with Andy on [LinkedIn](https://www.linkedin.com/in/theandrewthompson/). Subscribe to the podcast feed here: https://feeds.simplecast.com/g_a3xs6A And please share this episode with someone navigating a change, and leave a rating or review in your podcast app so more people can discover the show. 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 ...
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    17 分
  • Can Politics Solve Problems Again? — Motivational IQ with Andy Thompson, Ep. 10.5

    Can Politics Solve Problems Again? — Motivational IQ with Andy Thompson, Ep. 10.5
    2026/08/11
    Key Takeaways [01:01] Start with purpose before choosing a side. Andy frames the discussion around three questions—why are we doing this, how are we doing it, and what is happening—so the conversation can examine the system instead of defending a team.[02:36] A sense of duty does not remove the need to think critically. Feeling morally obligated to vote can coexist with serious dissatisfaction about the available choices. Before marking a ballot, ask what problem each candidate can actually solve and how they have shown they will solve it.[04:26] Government is supposed to guide, not simply control. The word's association with steering creates a practical test: does a policy help people move safely toward a shared result, or does it mainly remove choice without a clear public purpose?[07:16] Use the Constitution as a shared “how.” Read the preamble and test a proposal against union, justice, domestic tranquility, common defense, general welfare, liberty, and posterity—not only against the immediate benefit to one person or group.[08:26] A longer time horizon can reveal unexpected agreement. Groups that clash over immediate methods may align when they look far enough ahead. In a difficult conversation, ask what future condition both sides would want their children or communities to inherit.[10:24] Evaluate leaders by their problem-solving process. Look beyond beliefs, followers, and single-issue promises. Ask how a leader arbitrates, negotiates, uses evidence, maintains policy integrity, and navigates dissent while making hard choices. Notable Quotes [04:26] “The word government, I love to dig into words, actually means to guide.” [08:20] “I'll remind you what I've said before is that any groups that look out in the future far enough will align, even Republicans and Democrats, conservatives and liberals, Muslims and Christians.” [10:24] “I really don't care what you personally believe. I want to know how you solve problems because there's a lot of them and they're hard.” [10:50] “Can you actually use integrity of policy to deliver solutions that go for the greater good?” [12:38] “Instead, I'd like to look at it and say, let's look at some ways we can make this better.” Resources Mentioned The Constitution of the United States — National Archives — the preamble and the Constitution's role as a framework for how the country governsMeditations by Marcus Aurelius — Project Gutenberg — the Stoic work Andy quotes while discussing offense and our response to itNelson Mandela — Nelson Mandela Foundation — Mandela's example of leaving bitterness and hatred behindViktor Frankl — Viktor Frankl Institute Vienna — Frankl's work and the ideas about attitude, choice, and response discussed in the episodeBryant McGill — the observation about offense as a signal to examine unresolved issuesThe Bible, Book of Proverbs — a saying about learning not to take offense, quoted or paraphrased in the episodeWhy, how, what — the Motivational IQ lens Andy applies to government, politics, leadership, and individual action Call to Action This week, choose one election, public issue, or workplace decision that has become emotionally charged. Write down its why, how, and what: the shared outcome you want, the principles that should guide the process, and the action that needs to happen next. Then read the Constitution's preamble, ask one person with a different view what long-term outcome they want, and evaluate the available leaders by how they solve problems—not simply by whether they repeat your position. 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, and free consultation. You can also connect with Andy on LinkedIn. Subscribe to the podcast feed, share this episode with someone who wants a more constructive political conversation, and leave a rating or review in your podcast app so more people can discover the show. 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.
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    13 分
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