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I may not be using the same definition of "motivation" as the author, but understanding what motivates your people, putting the right mix of people together to work on the right problems, and knowing how and when to apply pressure to get people to do their best work are absolutely something managers can do to motivate their teams.


To leverage their pre-existing motivations*, which is the argument on OPs side, this pre-existing motivation is hired-for, not generated on the role.



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