Page 107 - The Apple Experience

anywhere from $32,000 to $50,000 a year, the equivalent salary for an
assistant or store manager in another noncomputer retail store. This salary

range meets Pink’s criteria of a baseline reward. So how then do you explain

the fact that Apple employees are passionate, friendly, and motivated to

create a superior customer experience? Intrinsic motivators make the

difference.

Purpose and Praise

An analysis of intrinsic employee motivation wouldn’t be complete without

examining the importance of the twin pillars of purpose and praise. Pink says

that Motivation 2.0 centered on maximizing profits. Motivation 3.0 seeks to

reclaim an aspect of the human condition that most corporations have
overlooked: the emotional catalyst of working for a grander purpose beyond

just making money. Pink quotes former McDonald’s executive Mats

Lederhausen who says, “I believe wholeheartedly that a new form of

capitalism is emerging. More stakeholders (customers, employees,

shareholders, and the larger community) want their businesses to have a

purpose bigger than their paycheck.”
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The feeling of purpose relates to the discussion of vision in Chapter 1.

Vision attracts evangelists. Steve Wozniak was wooed by Jobs’s vision to put

a computer in the hands of everyday people. People want to know that their
work is adding up to something great. Steve Jobs once said, “Being the

richest man in the cemetery didn’t matter to me. Going to be bed at night

saying, ‘We’ve done something wonderful,’ that’s what matters.”

Instill your employees with a sense of purpose beyond making money.

Google specifically states that monetary incentives are “secondary to career

growth, work environment, and engaging work opportunities.” By focusing