It’s Not Procrastination: Your Work May Be Lacking Inspiration

Estimated reading time: 16 minutes

In the realm of productivity, if something isn’t getting done, the fingers immediately begin to point at procrastination and our lack of motivation to work. However, what if the root cause is not procrastination but a lack of inspiration? In this article, we challenge the traditional narrative surrounding our productivity struggles, suggesting that it may not be as simple as putting off tasks but rather a deeper absence of creative drive, interest, autonomy, and impact. The work is simply not inspiring productivity. This becomes even more impactful for individuals who have ADHD, Autism, Dyslexia and other forms of neurodivergence where productivity is inherently interest based. 

By delving into the idea of workplace inspiration and its impact on work productivity, we uncover a new perspective that can change how we approach our daily tasks. The evolution of work (future of work) and productivity needs to shift its focus to how we feel and how we relate to productivity and away from only the outputs that come from the work. This isn’t to say that outputs aren’t important – they truly are, but the reality here is that outputs naturally increase when we focus on how we feel about the work we’re doing.

We hope to prompt a critical examination of the factors influencing our motivation, procrastination and creativity in the work space. Through this exploration, we hope to reshape our understanding of productivity approaches and pave the way for a more inspired and fulfilling ways to work.

For many, work is something we have to do and not what we want to do

Traditionally speaking, human beings are motivated beings. When you hear someone say, “I’m not motivated to work right now.” It is rarely about motivation – because, unless it’s tied to exhaustion or burn out, people are really saying, “This work is not interesting enough for me to even move my body to work on.” 

How do we know that this often isn’t motivation related? Because the moment something of greater interest pops up, the person is often able to engage in that activity… motivation is not lacking, the work is simply not interesting.

Unfortunately, though, the societal model has been for us to own this as a personal flaw rather than to call it as it is. “I am not motivated” takes ownership, blame, and fault for the delay or lack of work completion.

Note: We quickly acknowledge that it is impossible for work to be 100% interesting 100% of the time. There are times when we do need to own this responsibility, that we need to find ways to work around, support, and push through. 

We do, however, challenge that companies can no longer support shifting the blame of delay onto us as individuals. Companies have begun to drain the work of its inspiration since before COVID in 2020 – but compounded the situation starting with never ending layoffs (particularly in the tech industry). Like Amazon having $2.8M in earnings for every staff member laid off in a recent layoff. 

When the working model used to be live and wall-fixture at your employer for 20+ years, with a pension, to one that required a person to change their job every two years in order to balance their salaries with inflation, many companies have begun to show over and over where their priorities rest – with stakeholders, profits, and high paid leadership.

While this contributes, it is not the only factor impacting how people engage at work. Many jobs still do not contain many of the things that we know motivate people to do their best work and the amount of work, disparate data, and overall information overload contributes to an inability to put work into the perspective that makes it inspiring.

Inspiration (Motivation) At Work Is All About the Reframe

As a former Product and Project Manager, and even as a Nurse, I’ve personally seen the difference that reframing work can make and the lack of this reframe is partly why 47% of software developers said bad project managers is a problem their community is facing.  Helping people accomplish their work is not just about prioritization of the work (and communicating progress to stakeholders) but rests in making the work personal, relatable, impactful, and inspiring. And because productivity is complex, it takes understanding some very important differences. It is not as simple as “true,” “false” states – and it is truly individual.

“Not all work can be inspiring!”

Before jumping in to say, “not all jobs can be inspiring! Someone has to do the dirty work!” You would be correct – not all jobs are glamorous. The people doing the “dirty work,” though, are some of the most inspiring, and impactful people who are driving productivity in an organization. 

As a nurse, I can say that I would never have been able to take care of patients if there were not strong environmental services (janitorial services) coming into deep clean rooms and more. If this, however, is not communicated to these individuals… and in a way that isn’t corporate lip-service… then dirty work stays dirty work. When you highlight “dirty work” for what it is, which is often foundational work that supports all the other work, it becomes more to everyone.

But it has to be highlighted this way. It’s never safe to assume that people either see or realize the importance of their work.

Back to owning our procrastination and motivation

Going back to taking on ownership of procrastination – while it’s partly a societal push to defer responsibility (i.e., you aren’t trying hard enough vs employers aren’t doing enough), it is also a way that we bring back a sense of autonomy. This autonomy is vital to staying engaged. 

We have to feel as if we can do something about how we feel about work. Adding in, for those of us with ADHD, many of us have been conditioned to use negative reinforcement as a way to motivate or “inspire” us to complete our work – which is still rooted in our need for autonomy in our work…

Because if we believe that how we feel about work is out of our control, and many employers aren’t making changes to do anything about it, then we end up in a worse state than before. It is easier, and arguably better, to carry the more self-depreciating mental model in the name of autonomy.

An Autonomy Based Framework to Improve Our Alignment to Our Work

All of the above is considered and has gone into our proprietary neurodivergent motivation model. Going beyond what is often thought of as traditional motivation, while exploring the overlap across intrinsic and extrinsic factors (leaning into self-determination theory), this model then looks at the push and pull relationship that exists across the areas. Our model then brings us to a framework that allows individuals to understand the interplay between different motivational factors and how they can be influenced to enhance overall motivation.

All in the name of autonomous, inspirational work.

While the framework originates to support neurodivergent processing (and by neurodivergent individuals), we have found that it also benefits other neurotypes in better understanding how to balance their work. 

The reason for this is that the way we work has shifted and the demands that we have on us have increased while even the most productive of us are hitting our capacity limits. The things important to our generations as the workforce changes is also contributing to these shifts. 

Productivity as a shared experience and mutual responsibility

There are still many amazing companies and leaders who recognize, however, that productivity, motivation, and even inspirational work, requires “two to tango” so to speak. There are also leaders and companies who recognize that they have a share in helping their employees grow and do their best work – even supporting neurodivergent employees directly through accommodations, employee resource groups (ERGs) and more.

Having said that, whether you are a C-suite leader, an individual contributor, or a manager looking to inspire your employees, the following framework exists to better support work with an inclusive, accessible, and inspirational approach to working. This framework is also actively part of Leantime, our work management software. Empowering your employees to gain more autonomy through understanding the complex interplay between their intrinsic and extrinsic motivational factors. Supporting your team with this is essential for leaders aiming to enhance work motivation and overall employee satisfaction.

Avoiding Procrastination through Harnessing 8 Primary Areas of Motivation

• Intrinsic: 
  • Autonomy
  • State of Mind
  • Interest
  • Impact
    
• Extrinsic: 
  • External Factors (people, bonuses/incentives)
  • Value Alignment
  • Workload/Effort
  • Goals & Accomplishments

How to Get Inspired to Work

Our motivation framework, while a bit of a misnomer using the word motivation, strives to delve into the intricacies of what truly drives individuals in the work we do. Beyond many traditional views of motivation, often focused on external rewards or recognition, this model explores the deeper facets that influence an individual’s drive and engagement.

We Need Autonomy to Work

Autonomy, one of the intrinsic motivators, plays a significant role in how individuals perceive their work. When employees have autonomy, they feel a sense of control over their tasks, leading to a higher level of engagement and satisfaction. Conversely, a lack of autonomy can breed feelings of disempowerment and disinterest.

We need the Right State of Mind to Work

State of mind is another critical factor in work motivation. Employees who are overwhelmed by their workload or under-stimulated by their tasks are likely to experience decreased motivation and productivity. By ensuring a balance between challenging assignments and manageable responsibilities, organizations can help employees maintain a positive state of mind and stay motivated.

We need to have Interest in the Work 

Interest, tied closely to the perceived value of one’s work, can either fuel or diminish motivation. When employees find their tasks engaging and meaningful, they are more likely to be motivated to excel. However, when work becomes monotonous or doesn’t align with things we are interested in, interest wanes, leading to decreased motivation.

One way that Leantime supports this in particular is through our emoji task sentiment rating. Through this, you rate how you feel about your tasks on an emoji rating scale. This rating scale then enables you to better align tasks to what you like to do or (in the future) to delegate tasks to people who are interested in that type of work rather than assign work simply based on availability. 

We’ve seen this be particularly impactful in both software development work and other deadline based work environments as there are times when no amount of deadline or dopamine seeking will get you over the hurdle of a task that is simply not enjoyable.

We need to be able to see and understand our Impact to Work

Impact, the final intrinsic motivator in Leantime’s model, reflects the significance of one’s contributions. When you can both see and feel that your efforts are making a tangible difference and are valued within the organization, you are naturally more likely to be motivated to perform at your best.

On the extrinsic side, factors like external rewards, value alignment, and goal achievement also play a role in shaping work motivation. By aligning external incentives with internal values and providing clear goals for employees to strive toward, organizations can create a motivating environment that encourages high performance and job satisfaction.

Balancing with Workload & Effort

Workload and Effort can significantly impact multiple aspects of intrinsic motivation. 

• High workload or excessive effort can diminish the perceived impact of one’s work, making it less fulfilling and valuable. 
• Similarly, an overwhelming workload can decrease interest in tasks, especially if the work is monotonous or lacks stimulation. 
• Complex or overly demanding tasks can erode one’s sense of autonomy, reducing perceived control over the work.

Understanding the multifaceted nature of work motivation and the interplay between intrinsic and extrinsic factors is crucial for leaders seeking to cultivate a motivated and engaged workforce. By recognizing the diverse needs and drivers of individual employees, organizations can create a work environment that fosters motivation, productivity, and overall satisfaction.

A Framework to Stay Engaged and Inspired by Work

Exploration of Intrinsic and Extrinsic Factors

We mentioned a push and pull dynamic that occurs in this model. Extrinsic factors interplay with intrinsic and vice versa. What this means, though, is that when one area is challenged, there is always another area that you can pull from to create alignment again.

Work can then be visualized through our patent pending lens: enabling you to see where things matter to you and then pull from those areas that will support a better work balance.

Let’s look at Workload and Effort as part of this in particular: 

How Workload and Effort impacts Impact

Impact 

If the workload and effort are too high, then my impact on the activities will feel too minimal to have value or I may not be able to see or feel my impact immediately enough to stay engaged in the activities.

Similarly, if there is not enough workload and effort, it becomes hard to imagine that my impact is meaningful enough to stay on track. I’m going to naturally be more inclined to follow activities that feel like I make an impact when I do them. How Workload and Effort impacts Interest

Interest is closely linked to other intrinsic motivators like State of Mind and Impact.

If workload and effort is too high, it may override the interest I have in the opportunity or work because it can now become infeasible or unlikely that I will actually accomplish what I set out to do. 

On the other hand, if the workload and effort is too low, then the work may suddenly feel too easy and uninteresting or even without impact. I may be interested in it but this interest needs to align with other parts to be motivation. 

How Workload and Effort impacts Autonomy

Autonomy 

When work is too complex or has too many activities associated with it, one’s sense of autonomy (perceived control) can begin to feel if there is none. 

When the workload is too easy, then we can run into a Baskin Robbins 31 flavors problem where the selection of choice becomes too much and inhibits motivation to complete the work. Choice paralysis ensues.

In case you’re curious, if you purchase a bowl of 3 ice cream flavors at Baskin Robbins, there are a total of 4,495 different combinations possible. Is it possible to feel confident in your choice with this level of possibility? 

How Workload and Effort impacts State of Mind

State of Mind 

• Too much Workload or Effort equals an Overwhelmed state
• Too little Workload or Effort turns into an Understimulated and unengaged state. 

This is closely linked to the other intrinsic factors and has a close interplay to nearly all aspects of motivation. Examples include losing interest in an activity when the work effort is not stimulating or interesting enough. ‘This task feels mindless or mundane.’.

A High level Look at External Factors like People & Rewards

The Role of Strategic Employee Recognition

Understanding the role of strategic employee recognition in cultivating a positive work environment is essential. Employee recognition needs to go beyond mere acknowledgment of good work; it involves creating a culture that truly values and appreciates the work done by its employees. 

This approach can have a profound impact on various aspects of the organization, especially on employee engagement levels. Companies that prioritize strategic recognition witness a wide array of benefits such as increased productivity, enhanced workplace safety, reduced absenteeism rates, and better employee retention. 

Being recognized for the work you do is a powerful part of motivation that should be integrated strategically into the fabric of an organization, as highlighted earlier in this article. By recognizing and appreciating employees’ contributions in a meaningful and personalized manner, companies can foster a culture of gratitude and motivation. When employees feel valued and appreciated, they are more likely to be engaged, committed, and loyal to the organization.

This alignment can lead to a more cohesive and productive workforce, ultimately contributing to the overall success of the company. As highlighted earlier, it’s also important to help everyone on the team and work environment understand the impact each individual has on the work itself.

To sum up, strategic employee recognition is not just a nice-to-have but a must-have for organizations looking to thrive in today’s competitive environment. By embedding recognition practices into the core of the company culture, organizations can reap the benefits of increased engagement, improved performance, and enhanced employee satisfaction. It is a simple yet powerful way to invest in the most valuable part of any organization – its people.

Understanding the Influence of Organizational Rewards on Workplace Trust and Engagement

Organizational rewards, such as bonuses hold significant importance in shaping workplace dynamics. A study by Victor & Hoole (2017) delved into the correlation between rewards, trust, and engagement within organizations, shedding light on the pivotal role rewards play in fostering trust and enhancing engagement levels among employees.

The research findings unequivocally demonstrate a strong positive relationship between the rewards offered by an organization and the levels of trust and engagement exhibited by its employees. Moreover, the study reveals a predictive aspect of rewards in determining the trust and engagement metrics within a workplace setting.

One of the key takeaways from the study is the criticality of acknowledging and implementing both extrinsic and intrinsic rewards to maintain a high level of engagement and motivation among employees. While extrinsic rewards like financial incentives can serve as short-term motivators, intrinsic rewards such as public recognition and opportunities for professional growth are instrumental in sustaining long-term employee engagement.

Furthermore, the research underscores the multifaceted nature of factors that contribute to employee motivation and engagement. In addition to rewards, the following elements all interact with the motivation model to shift the individual’s motivators. 

These include elements like effective leadership, a positive organizational culture, avenues for career advancement, continuous professional development, timely recognition of achievements, a conducive work environment, flexibility in work arrangements, fostering a sense of belonging, promoting work-life balance, and providing opportunities for meaningful work are highlighted as key drivers in enhancing employee motivation and engagement levels.

Conclusion

Where employee motivation is more complex than ever before, understanding the nuances of motivation is essential. Factors like autonomy, workload, state of mind, and interest play pivotal roles in shaping employees’ engagement and commitment to their work. By recognizing the interconnectedness of intrinsic and extrinsic motivators and addressing them comprehensively, organizations can create a work environment that fosters trust, engagement, and ultimately, a highly motivated workforce.

Ultimately, it is essential to recognize that a lack of inspiration may often masquerade as procrastination. By delving deeper into the root cause of our reluctance to engage with our work, we can uncover the key to unlocking our creativity and productivity. Embracing strategies to reignite our passion and finding sources of inspiration can lead to more fulfilling and impactful work outcomes. Remember, it’s not always about putting things off; sometimes, it’s about finding the spark that will fuel our best work. 

Citation

Victor, J., & Hoole, C. (2017). The influence of organisational rewards on workplace trust and work engagement. SA Journal of Human Resource Management, 15 https://library.capella.edu/login?url=https://www.proquest.com/scholarly-journals/influence-organisational-rewards-on-workplace/docview/1909574397/se-2

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