"人は、恐怖と自己利益のみによって動かされる。"

Fear and self-interest are the primary motivators for people. That's the essence of the quote. Let's break this idea down and see how it plays out in real life.

Historically, this concept has been around for a long time. It’s often attributed to leaders and thinkers like Napoleon Bonaparte, but regardless of its origins, the relevance remains. You see, this idea taps into the very basics of human nature. When you think about it, much of human behavior is driven by the need to avoid pain (fear) and the desire to gain pleasure or advantage (self-interest). This was true in Napoleon's time, and it’s just as true today.

Take, for example, the workplace. Imagine a company implementing a new performance incentive program. Employees are told that if they meet certain targets, they will receive a significant bonus. That's self-interest at play. People work harder because they want the bonus. But there’s also a stick to go with the carrot. Employees also know that failing to meet minimum standards could result in demotion or even job loss. That's fear. Together, these levers create a powerful system of motivation that can drive performance.

So how can you use this in your daily life? Let's say you're trying to motivate yourself to hit the gym more regularly. You could set up a reward system (self-interest) where you treat yourself to something nice if you meet your fitness goals. Maybe a new pair of shoes or a special dinner out. On the flip side, make sure there's a consequence for not going. Maybe you have to donate a certain amount to a cause you’re not particularly fond of. It’s amazing how effective this can be.

Picture this scenario: You're a small business owner, and you need to motivate your team to hit a big deadline. First, appeal to their self-interest. You tell them that if the project is completed on time, there'll be a hefty bonus distributed. But don’t stop there—bring in the element of fear too. Let them know that the client is very demanding and if the deadline is missed, there could be dire consequences for future business. Suddenly, the team is not just working for a bonus; they’re also working to avoid the fallout of a missed deadline.

The blend of fear and self-interest doesn’t just apply to adults in work scenarios. Think about parenting. If you want your child to tidy their room, you might promise a reward like extra screen time (self-interest). But you might also set up a consequence—they lose a privilege if the room isn’t clean (fear). Kids learn quickly what motivates them.

In all these examples, the key is to balance the two. Lean too heavily on fear, and you risk creating a stressful, toxic environment. Rely only on self-interest, and you might not get the urgency you need. Life’s a mix, and so is effective motivation.

So next time you need to move people—whether it’s yourself, your team, or even your kids—remember these two levers. Think about what they fear and what they want. It’s not manipulation; it’s understanding human nature. And once you get the hang of it, you’ll see just how powerful these simple tools can be.