What motivates you?
What gets you out of bed in the morning
and keeps you up at night?
“All human behavior seeks pleasure and avoids pain.”
– Anthony Robbins
Do you think you’re the only one who feels like you? Well, get ready to be amazed because we are going to dive deeply into the psychology of motivation to help you Master the Art of Motivation for both yourself and those around you.
I once heard that motivation passion, sense of purpose, drive, grit, was the most powerful and least expensive cosmetic on the market. It’s your motivation that attracts the people and resources you need to achieve your goal. Most people want to be around someone who is up to something, who is excited, who is driven to accomplish something important.
What Motivates ALL Human Behavior?
Actually, we act for one of two reasons, either to avoid pain and or to gain pleasure. It’s True!
What PLEASURES do humans seek?
Sex, love, recognition, power, reward, security, comfort, money, leisure, prestige, time off, expensive toys, nurturing relationships and anything that will keep them in their Comfort Zone.
What PAIN do humans avoid?
Failure, boring and repetitive work, do-overs, embarrassment, mistakes, frustration, setbacks, waiting on others, wasting their time, indecision, bad behavior, conflict, struggle, uncertainty, anything that could cause physical or mental discomfort, embarrassment, fear, loss, or that could take them out of their Comfort Zone.
What’s the Difference Between INSPIRATION and MOTIVATION?
Inspiration is the IGNITER and Motivation is the DRIVER!
Inspiration is what gets you started and can be anything that moves you to act. It could be any stimuli around your environment, a memory, a happening, or anything that would move you to act!
Being on the brink of failure could be a motivator. Motivation keeps you going. Motivation is what gets you there to show what you have.
Inspiration is the first step and motivation the second. You may have the motivation, but if you don’t know WHY you’re doing something – you’ll eventually lose your motivation. You may have the inspiration, but if you don’t have enough motivation to keep going – you’ll eventually quit.
- Inspiration: Inspiration is the power to stimulate the intellect or emotions through an external source like,
Feeling: Something you emotionally experienced (war, cancer, bankruptcy, divorce, or an accident)
Sight: Something you saw or read (child, animal, movie, picture, TV, device, book, article, or letter)
Hearing: Something someone said (speech or kind word) or by music (song, hymn, or marching band)
Smell: Something you smell that reminds you of something good or bad. Could also be aroma therapy.
- Motivation: Motivation is the driving force that keeps you going and comes from both intrinsic (within) and extrinsic (external) sources. It provides the will to do what’s necessary and aligns and elevates individual drives into team goals. Motivation requires that you understand the needs and desires of others.
The SECRET to your success is to have a deep and profound dose of inspiration with a double dose of motivation. Your thoughts, words, and deeds can both inspire and motivate you and others.
Effective leaders inspire and motivate their members by providing a clear vision or direction of what’s possible, and motivate their members by believing (expectations), encouraging, recognizing, and supporting them to reach their goals.
Here are some suggestions on how to enhance your ability to motive yourself and others:
Focus on the Most Important Functions of Effective Teams
The purpose of assembling a team is to accomplish bigger goals than any that would be possible for individuals working alone. The purpose of a team is to perform, get results, and achieve victory in the workplace; to win!
Effective leaders gather groups of individuals and mold them into proactive and productive teams by focusing on:
- Commitment: Only those committed to excellence are hired. New team members are selected by the team based on their levels of hard and soft skills. Everyone works together like in a Fire House.
- Communications: Members practice open and honest communications. They make a real effort to understand each other’s point of view.
- Contributions: They contribute to the team’s success by applying their unique talents, knowledge, and creativity to team assignments.
- Cooperation: Each member recognizes that conflict is a normal part of doing business. They view these situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly and constructively.
- Development: They’re encouraged to continually learn new skills and apply what they’ve learned on the job. They believe they have the support of the team.
- Decision making: All participate in decisions affecting the team. But, they understand the leader makes the final decision whenever the team can’t decide, or if an emergency exists. Positive win/win, collaborative results are the goal always. Once the decisions made, they set aside their personal opinions and get to work executing the decision.
- Interdependence: Members recognize their interdependence and understand both personal and team goals are best accomplished with mutual support. Time isn’t wasted over turf problems or attempting personal gain at the expense of others.
- Ownership: They all feel a sense of ownership because they’re committed to values based common goals which they helped create.
- Structure: Members work in a structured environment. They know what boundaries exist and who has final authority. The leader sets agreed upon high standards of performance and is respected via active, willing participation.
- Trust: All members work in a climate of trust and are encouraged to openly express ideas, opinions, disagreements, and feelings. Questions are welcomed.
Use Virtual Teams
In today’s fast pace world, we all lead a virtual life parallel to our actual one by using live chats on Skype or status updates on Facebook.
A Virtual Team is a group of individuals spread across different time zones, cultures, languages or, ethnicities which are united by a common goal. Today, industry sectors ranging from construction, manufacturing, healthcare and automotive to retail and non-profit benefit from virtual teams. To sustain global competition, small and medium enterprises (SMEs) can draw from the knowledge sharing and collaborative systems of virtual teams to integrate with their vendors, customers, and suppliers.
Major functions or job roles like R&D, sales, engineering, finance, logistics, and HR can be performed in a virtual environment. Even small businesses can go to Elance.com and easily and quickly sub-contract work to fill in the gap in technical areas like web site development, writing, editing, or translating.
Focus on the Future
Effective leaders are future looking! They have a vision of a better future, a strong sense of direction, and a clear point of view. Unless the leader knows where he’s going, members will be hesitant to follow. Effective leaders are always looking for ways of plotting a course for unknown lands. They are modern explorers, always seeking new lands and striving for distant shores, and always dealing with the future.
Effective leaders have a future-orientation which acts as a signpost, pointing the way, giving others the confidence to follow, making sacrifices, and taking bold steps forward.
The best questions to determine if your leadership is future focused are:
- Am I training my team members for the future?
- Am I hiring members who can move us into the future?
- Do I have a clear vision of the future?
- Is it clear to my team members?
- What new technology or skills can help us get there?
- What should we be doing that we are not doing?
- Who is looking for our next opportunity? What is he looking for?
- What’s next for my unit (Strengths, Weaknesses, Opportunities, and Threats)?
- What’s next step for me?
Treat Mistakes as “Stepping Stones to Greatness”
Honest mistakes contain valuable lessons. If you fire the person who made an honest mistake, you’re sending the message that learning’s not important. Make every effort to catch mistakes before they get in front of the customer. If not, solve it quickly. What system do you have in place to make this happen?
Also, use this rule: If they mess it up, let them clean it up.
When honest mistakes are made, let the person who made the mistake recommend how he intends to fix it, but not you! Ensure he understands the problem and creates a POA to fix it, feels confident enough to execute the POA, and cleans-up his own mess and recommends procedures to prevent a recurrence. Encourage behavior where members actually look for and anticipate problems and mistakes by checking, testing, inspecting, and tracking.
Set the Expectation of Initiative
Set the standard that your team members, once trained, are expected to exercise initiative. Let them know that errors of commission will be corrected, but errors of omission are far more serious.
Make it clear to all leaders that exercising initiative is a requirement for successful service.
Your team members should understand that successful job performance entails accepting the risk of being corrected for errors and of having to undo or redo some work. If corrections need to be made, do so discreetly.
Effective leaders are actively involved in championing new and better ways to get things done.
I3C is Innovation, Invention, Improvement, and Creativity.
What problems are your members encountering? What do they recommend be done to make it better? How can you help them? Give them permission to learn and make things better. Inspire them by telling stories of great people who failed their way to the top. Tell them stories about what you learned from your struggles. They have fears just like everybody else.
Here are several suggestions to help you enhance your I3C:
Innovation is the development of new customer value through solutions that meet new needs, inarticulate needs, or old customer and market needs in value adding new ways. This is accomplished through more effective products, processes, services, technologies, or ideas that are readily available to markets, governments, and society.
You can determine some of the most important innovations by considering whether the innovation had a positive effect on the quality of life, solved a big issue or problem, created an entire new market, increased efficiency or simply was a breakthrough idea that had that “Wow” factor. Examples of innovation range from the use of glass in 3500 BC to the iPad in 2010.
Innovation differs from invention in that innovation refers to the use of a better and, as a result, novel idea, or method. Invention refers more directly to the creation of the idea or method itself.
Innovation differs from improvement in that innovation refers to the notion of doing something different rather than doing the same thing better.
Creativity is often defined as the ability to bring into existence something new or different. Creativity is also the basis for disruptive innovation and continuous re-invention.
Things you can do to encourage I3C are:
- Practice and encourage experimentation and innovation throughout
- Expect to make deeper business model changes to realize your strategies
- Take more calculated risks and find new ideas and get your Pride and Fear out of the way!
- Keep innovating in how to better lead and communicate
- Engage in bold, breakthrough thinking, upsetting the status quo
- Get comfortable with and commit to ongoing experimentation
Build “Social Capital”
“Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long-term constructive goals, in a participatory environment of mutual respect, compatible with personal values.”
– Mike Vance
Superstars in business cause aggression, dysfunction, and waste. Often, the only way the most productive members can be successful is by suppressing the productivity of others. This is why management by talent contest has failed by routinely pitting employees against each other.
And, to make things worse, we’ve tried to motivate people with money, even though we’ve got a vast amount of research that shows that money erodes social connectedness. What makes one team more successful than another? The most successful teams have a high degree of social sensitivity or social connectedness to each other. And, it all begins with the leader.
According to Margaret Heffernan, author of Beyond Measure, Social Capital is the reliance and interdependency that builds trust and gives companies momentum and makes companies robust.
- Soldiers and Marines have it. They don’t fight for money, medals, or country; they fight for their comrades.
- The 2015 World Champion Kansas City Royals Baseball Team had it. They don’t win baseball games for money, glory, or Kansas City; they win for their teammates.
- Firefighters have it. They don’t fight fires for money, glory, or their home town; they fight to save innocent lives and their fellow Firefighters. “You go, I go!”
Social Capital compounds with time. Teams that work together longer get better, because it takes time to develop the trust you need for real candor and openness. Time together, time to get to really know each other, is what builds value. Conflict is frequent because candor is safe. And it’s only through the generous contribution, faith, and challenge that effective teams achieve their true potential. Social Capital is an attitude of caring symbolized by the hit song, Bridge Over Troubled Waters by Simon and Garfunkel, “I will lay me down.”
As you treat your team members with dignity, respect,
and kindness, they will do the same.
As the leader serves each member of his team, members begin to do the same. They give equal time to each other, so that no one voice dominates, and no one is left out. When team members are highly attuned and sensitive to each other, ideas can flow and grow. They don’t get stuck.
They don’t waste energy chasing rabbits down dead ends. In effective team, members believe that everyone counts, that the team is far more important than any one individual, including the leader, that everyone makes it, or nobody does, that they rise and fall together. There are no superstars-just solid contributors. Everyone gives the best they have-no matter what!
What drives helpfulness is people getting to know each other. Teams that stop working and invest time in getting to know each other achieve real momentum. What motivates members are the bonds of loyalty and trust they develop between each other; much the same as in the US Military, the Kansas City Chiefs, and your local Firefighters. Once you truly appreciate how social work is, a lot of good things start to happen. Rivalry is replaced by Social Capital, and members begin to motivate each other by working and achieving together.
“Leadership should be redefined as an activity in which conditions are created
so everyone can do their most courageous thinking together.”
– Margaret Heffernan
This is exactly why we created the 10 Core Competencies of Effectiveness. Effective people are keenly aware that everybody has value. They invest in building Social Capital because they know it’s the only way to liberate the energy, imagination, and momentum needed to consistently produce excellent results.
Also, every quarter, get everyone together to socialize and Hail all newcomers (and new additions to their family) and Farewell those departing (retiring). This is an opportunity to build lasting relationships. It’s also a great time to celebrate those who have done exceptional work and to recognize those who have reached a service anniversory with your unit. If you invite spouses, the effect will be even stronger. Give your members a good reason to believe that they’re part of something greater than themselves by offering public praise and recognition.
And, finally, in my travels I’ve found that there is something special about Breaking Bread Together. Having a meal with someone helps magically turns strangers and acquaintances into friends, and friends into good friends. Better yet, invite a member and their family to your home for dinner.
Be Careful with Internal Competition
Have you ever played a game and observed the teamwork brought about by friendly competition? First, it’s hard to find any athletic competition that’s truly friendly. Second, this competition, in most cases, was focused more on individual performance, than on team performance. This is why some professional athletes get multi-million-dollar contracts and others don’t. Here are three approaches to competition:
Approach 1: Compete by pitting one person against another on the same team. Here you’ll have one loser and one winner. This form of competition destroys team cohesion and cooperation.
Approach 2: Compete by pitting one person against a standard that he set for himself. Here the competition is against the standard, trying to beat their last personal best. This will strengthen individuals, but will it strengthen the team?
Approach 3: Compete by pitting the entire team against goals they’ve set for themselves. This is the kind of competition you’re looking for in a real team. This breeds cooperation and teamwork. If the team achieves, maintains, or exceeds the standard they’ve set for themselves, they should all be recognized.
Which approach is Best?
Since cooperation is what holds great teams together, figure out a way to simultaneously perform the following:
Collective: Have your team compete against a standard that they’ve set for themselves (collectively) and not against each other (so you don’t have one winner and one loser).
These standards, created by the team, must be directly linked to the effectiveness, efficiency, and consistency of achieving their leader’s goals.
Individual: Have everyone compete against a standard that they’ve set for themselves (individually), and not against another person.
Their results should be measurable and directly linked to achieving their leader’s goals.
To be continued: If you’d like to learn more about enhancing your ability to motivate yourself and others, you can do so by adding this book to your professional library, today!
YOUR GUIDE TO BETTER MOTIVATION
Chapter 1: Basics of Motivating
Chapter 2: Positive and Negative Motivators
Chapter 3: Creating Mission and Vision Statements
Chapter 4: Building Effective Teams
Chapter 5: Coaching for Peak Performance
Chapter 6: Setting Standards & Measuring Performance
Chapter 7: Measuring Potential
Chapter 8: Keeping the Peace
Chapter 10: Before Punishing Anyone
You now have the chance to enhance your career by learning how to become more effective tomorrow than you are today.
Or, you can take advantage of our Special Offer below.
To SAVE 75%, purchase The Effectiveness Guide, which contains all 10 Volumes, instead of buying each volume separately.
Here’s what you’ll learn:
CHAPTER 1: BY BECOMING A BETTER FOLLOWER
CHAPTER 2: BY BECOMING A BETTER DELEGATOR
CHAPTER 3: BY BECOMING A BETTER PLANNER
CHAPTER 4: BY BECOMING A BETTER ORGANIZER
CHAPTER 5: BY BECOMING A BETTER COMMUNICATOR
CHAPTER 6: BY BECOMING A BETTER PROBLEM SOLVER
CHAPTER 7: BY ENHANCING YOUR AWARENESS
CHAPTER 8: BY BECOMING A BETTER TRAINER
CHAPTER 9: BY ENHANCING YOUR ABILITY TO MOTIVATE
CHAPTER 10: BY ENHANCING YOUR CHARACTER
APPENDIX A: PLAN OF ACTION EXAMPLE
APPENDIX B: REAL WORLD PROBLEM SOLVING EXAMPLE
APPENDIX C: ADVANCE PROBLEM SOLVING WITH VUCA
APPENDIX D: CAREER ADVICE
APPENDIX E: CREATING MISSION AND VISION STATEMENTS
The Effectiveness Guide is the best investment you’ll ever make in your career.
Also, if you feel this information could help someone else, please take a few moments to let them know. If it turns out to make a difference in their life, they’ll be forever grateful to you – as will I.
Let’s make a difference together – one person at a time!
All the best!
Founder of TheCAREERMaker.com
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The 10 Core Competencies of Effectiveness
Followership | Delegating | Planning | Organizing | Communicating
Problem-Solving | Awareness | Training | Motivating | Character