The Fogg Behavior Model: How to Drive Lasting Change in Your Team’s Performance

As a corporate trainer and management consultant, I’ve spent years helping leaders navigate the complexities of human behavior in the workplace.

One day, after an intense training session, a manager came up to me with a question that stuck with me: “Why do some people never change, even when we give them all the tools they need?”

This question gets to the heart of why behavior change is so tough in organizations.

It’s not that people don’t want to change; often, they just don’t know how.

This got me thinking more deeply about how behavior really works. Around that time, I came across a simple but powerful framework called the Fogg Behavior Model.

It helped me understand what makes people act — or not act — and how we can guide that process in the workplace.

Trust me, this model can unlock a whole new level of management success.

What Is the Fogg Behavior Model?

The Fogg Behavior Model (FBM) was developed by Dr. BJ Fogg, a behavioral scientist at Stanford University.

At its core, the FBM is simple: for any behavior to happen, three elements must converge at the same time — Motivation, Ability, and a Prompt (sometimes called a trigger).

Let’s break these down:

1. Motivation: This is the desire to perform a behavior. In the workplace, this might be an employee’s desire to excel, get promoted, or avoid negative consequences.
2. Ability: Even if someone is highly motivated, they still need the capacity to perform the action. This could mean having the right skills, time, or resources to complete a task.
3. Prompt: This is the cue that pushes the person to act. It could be a deadline, a boss’s request, or even an email reminder.

The beauty of the FBM is that it doesn’t complicate things. Behavior happens when someone is motivated enough, has the ability, and there’s a prompt at the right time. If one of these three elements is missing, the behavior won’t occur.

Why Managers Should Care About the Fogg Behavior Model

I’ve seen countless managers struggle when they try to force change without understanding what’s really going on behind the scenes. They tell employees to “work harder,” “take more initiative,” or “be more engaged,” but those are just empty words if they don’t address the three factors of behavior change.

Just think of this common use case: You have a highly motivated employee, but they lack the tools or time to complete a task. Frustration sets in because they want to succeed, but they simply can’t. Or, you have an employee with all the skills and resources they need, but there’s no clear prompt for action. They end up coasting along without direction.

With the powerful tool like Fogg Behavior Model, you as a manager can take a more targeted approach. You’ll know whether you need to boost motivation, make tasks easier, or introduce the right prompts to trigger action.

Breaking Down the Fogg Behavior Model for Managers

Motivation: The Driving Force Behind Action

Motivation is what drives people to do something. It can be high or low, and it often fluctuates. In the workplace, motivation can come from different sources: financial incentives, recognition, personal goals, or even fear of consequences.

As a manager, one of your primary responsibilities is to tap into what motivates your team. But here’s the catch: not everyone is motivated by the same thing. Some employees are driven by the desire for career growth, while others might value work-life balance or the chance to work on meaningful projects.

How to Boost Motivation in the Workplace:

• Offer incentives: These don’t always have to be monetary. Public recognition, extra time off, or even flexible work arrangements can motivate employees.
• Create a sense of purpose: People want to feel that their work matters. Show them how their contributions are part of the bigger picture.
• Provide autonomy: Give your employees ownership over their work. Trust me, people are more motivated when they feel in control of their tasks.

But beware: motivation alone won’t drive action. It must be paired with ability.

Ability: Making Tasks Easier

Here’s where many managers stumble. They assume that once someone is motivated, they’ll automatically perform. But even the most motivated employees can’t succeed if they lack the skills, resources, or time to complete a task.

In the FBM, ability isn’t just about raw talent. It’s about making tasks easier. Think of it like a sliding scale — the easier a task is, the less motivation is required to complete it. On the flip side, if a task is hard, motivation needs to be sky-high for someone to even attempt it.

How to Increase Ability in Your Team:

• Simplify tasks: Break large projects into smaller, manageable steps. Complexity often kills action.
• Provide the right tools: Ensure your team has the necessary software, equipment, or training to do their jobs efficiently.
• Offer training and development: Upskilling is critical. If someone doesn’t know how to perform a task, no amount of motivation will help.

A key takeaway here is this: as a manager, always look for ways to reduce friction in your employees’ work. Make the path to success as smooth as possible.

Prompt: The Invisible Nudge

Now comes the third and final piece — the prompt. Without a prompt, even a highly motivated and skilled employee might not act. A prompt can be anything that reminds or pushes someone to act. In the workplace, prompts often come in the form of deadlines, emails, or verbal requests.

But here’s something most managers overlook: timing matters. If the prompt comes too early or too late, it can lose its impact. The prompt has to hit when the employee is both motivated and able to act.

Effective Prompts in the Workplace:

• Clear deadlines: Deadlines create a sense of urgency, but they have to be realistic. Give people enough time to complete the task, but not so much that they procrastinate.
• Regular check-ins: These serve as gentle nudges. Sometimes, just asking “How’s that project coming along?” is enough to prompt action.
• Automation tools: Calendar reminders or task management software can act as automatic prompts, keeping people on track.

How the Three Elements Work Together in Real Management Scenarios

Understanding the individual elements of the Fogg Behavior Model is crucial, but the magic happens when they come together. Let me share a real example from my consulting days.

I once worked with a company struggling to get their sales team to use a new CRM system. The system was designed to streamline their work, but months after the rollout, few people were using it. Management was baffled: “We’ve invested in this tool, provided training, and even set performance goals. Why aren’t they using it?”

Let’s apply the Fogg Behavior Model to this situation:

1. Motivation: The sales team wasn’t particularly motivated to adopt the CRM. They didn’t see immediate benefits, and the old system, though clunky, was familiar. So, the motivation was low.
2. Ability: Even though the team had received training, the CRM had a steep learning curve. It wasn’t intuitive, and tasks that used to take minutes now took longer. So, the ability was low.
3. Prompt: There were no immediate prompts driving action. Management assumed that once the CRM was introduced, people would naturally use it, but there was no specific nudge or reminder to adopt it in their daily routines.

By using the Fogg Behavior Model, we quickly identified the problem: low motivation, low ability, and weak prompts. Here’s how we addressed each:

• Boosting Motivation: We tied CRM usage to performance bonuses. Sales reps who consistently used the system to log deals would qualify for financial rewards.
• Increasing Ability: We simplified the CRM by creating custom dashboards, eliminating unnecessary steps. We also provided ongoing, on-demand training.
• Improving Prompts: We set up daily prompts — automated reminders to log deals and weekly check-ins where managers reviewed CRM usage with their teams.

The result? CRM adoption skyrocketed within two months. The sales team became more efficient, and management could finally track performance in real-time.

Applying the Fogg Behavior Model in Day-to-Day Management

Now that you understand how the Fogg Behavior Model works, let’s talk about how you can apply it to your daily management practices.

1. Diagnose Before You Act

Before jumping to conclusions about why an employee isn’t performing, pause and diagnose the situation using the FBM. Ask yourself these questions:

• Is the person motivated? If not, why?
• Do they have the ability to complete the task? If not, what’s making it difficult?
• Have I provided a clear prompt or cue for action?

These simple questions can save you from making common management mistakes, like blaming performance issues on laziness or lack of engagement when the real problem is a lack of tools or direction.

2. Focus on Simplifying Tasks

Remember, ability is just as important as motivation. If a task feels overwhelming or complicated, even highly motivated employees may hesitate to start. Look for ways to make tasks easier. Break projects into bite-sized chunks, eliminate unnecessary steps, or provide better tools.

Sometimes, it’s the little things that make the biggest difference. For instance, if someone spends hours each week formatting reports, why not introduce an automated tool to handle that? Freeing up their time will make them more productive and motivated to tackle higher-priority tasks.

3. Use Prompts Wisely

Prompts don’t have to be pushy. In fact, subtle prompts are often more effective. A well-timed reminder can nudge someone to act without feeling like micromanagement.

Set regular, automated prompts for routine tasks, and use personal check-ins for larger projects. A quick “How’s that going?” or “Do you need any help?” is often all it takes to keep people on track.

4. Adjust Motivation Levers

Not everyone is motivated by the same things. As a manager, part of your job is to figure out what drives each of your team members. Some might respond well to public recognition, while others may prefer private feedback. Some might be driven by financial incentives, while others care more about personal growth opportunities.

The key is to make motivation personal. Get to know your employees, and understand what matters most to them. Then, use that knowledge to fuel their drive.

Long-Term Impact of Using the Fogg Behavior Model in Management

The Fogg Behavior Model isn’t just a quick fix; it’s a framework you can use throughout your management career to build better teams, drive behavior change, and improve overall performance. By constantly thinking in terms of motivation, ability, and prompts, you can avoid many of the common pitfalls managers face.

Here’s why the FBM should become a part of your management toolkit:

1. Sustainable Change

Too often, managers try to force behavior changes that don’t stick. The Fogg Behavior Model helps you create sustainable change by focusing on the root causes of behavior. When you boost motivation, simplify tasks, and provide clear prompts, your team will naturally start performing better — not just for a day or a week, but over the long haul.

2. Higher Engagement

When employees feel both motivated and capable, they engage more with their work. They’re not just checking off boxes; they’re actively contributing because they see the value in what they’re doing and know they can succeed. The right prompts keep them on track without feeling overwhelmed or micromanaged.

3. Improved Team Dynamics

Using the FBM helps you better understand your team members. You’ll learn what drives them, what frustrates them, and what they need to be successful. This insight allows you to create a more supportive and collaborative environment, where everyone is empowered to perform at their best.

4. Less Frustration for Managers

Let’s face it: being a manager is challenging, especially when it feels like your team isn’t responding to your efforts. The Fogg Behavior Model reduces that frustration by giving you a clear roadmap to influence behavior. Instead of guessing what might work, you’ll have a framework to follow, making your job easier and more effective.

Practical Takeaways for Managers

To wrap it all up, here are a few practical tips you can implement today:

• Diagnose behaviors: Whenever someone isn’t performing as expected, use the FBM to break down the situation. Identify whether motivation, ability, or prompts are missing, and address those gaps.
• Boost motivation thoughtfully: Align your team’s individual motivations with organizational goals. Offer incentives that matter to them, but remember, motivation doesn’t always have to be about money. Recognition, development opportunities, or even work-life balance can be powerful motivators.
• Simplify tasks: Always ask, “How can I make this easier?” Whether through tools, training, or just streamlining processes, reducing the friction in tasks will make a huge difference.
• Use prompts effectively: Make sure your employees have the right cues to act. Prompts can be as simple as calendar reminders, but they should be well-timed and consistent.
• Think long-term: Behavior change doesn’t happen overnight. Be patient and continue to apply the FBM as your team grows and evolves.

Author’s Final Thoughts

In my years of consulting and training, I’ve learned that changing behavior is one of the toughest challenges managers face.

But the Fogg Behavior Model offers a simple, actionable framework that can dramatically improve how you lead and influence your team.

Try focusing on motivation, ability, and prompts, you’ll find that even the most complex behavior change challenges become more manageable.

If you want to lead a team that doesn’t just comply but actively contributes and thrives, start applying the Fogg Behavior Model today. Trust me — it works.